Singapore Airlines - Proper Strategies for the Improvement in Human Resources Management - Case Study Example

Human Resource Development Table of Contents Introduction 3 Aims & Target Group of Training Program 4 Training on Service 5 Training on Airport Service and Engineering 7 Training on Customer Security 9 Conclusion 12 References 13 Bibliography 15 Introduction In the traditional period, human resource development (HRD) referred to the growth and development of the human resources with the intention of increasing both the productivity of the labour as well as that of the national wealth. However, in the modern day scenario, the meaning of HRD has changed and is interchangeably defined by various scholars and human resource personnel. According to the American Society of Training and Development, HRD is the implementation of proper training and development along with the advancement of the organisations and the career of the employees so that the goals of the individuals as well as the organisations can be met effectively. Moreover, it has also been observed that HRD helps the organisations in teaching the employees about various ways of meeting their individual goals and objectives. Hence, looking into these features of HRD, it has been broadly classified under three categories i.e. training, development and education. Training is a process adopted by the employers in helping the employees to perform their respective jobs efficiently. Development does not always refer to the job related training and is thus provided to enhance the knowledge and the skill of the employees. In this similar context, education is provided to make the employees able to perform other jobs apart from those assigned to them (Joy-Matthews & et. al., 2004). With regards to the aforementioned discussion, this assignment will analyse the HRD policies of one of the renowned hospitality organisations namely Singapore Airlines Limited (SIA). It is viewed to be one of the popular and most preferred passenger air transportation companies throughout the globe. This company is not only engaged in serving the passengers with comfortable air journey but also involved in cargo transportation, engineering services and also training the pilots along with the other staff members of the airlines (Thomson Reuters, 2014). Hence, in this assignment, a detailed study will be conducted on the steps to be followed in relation to training, which would be provided to all levels of managers. Specifically, the training will be focused on three of the functional departments of SIA i.e. customer service, security along with airport and engineering services. Aims & Target Group of Training Program SIA has been planning to conduct a rigorous training program to all its levels of managers. The training program is arranged by the Chief Executive Officer (CEO) of the company for all its managers ranging from supervisors to vice- presidents. The major intention of the training program is to make sure that all the management staff is kept up to date with the capabilities within their respective areas of function. With regards to this particular notion, it has been apparently observed that the company focuses on the provision of comfortable journey along with the deliverance of quality services during the journey. Thus, it is suggested that the airline company must focus on offering quality training to its all levels of managers so that they can train their staff members concerning the improvement of the services along with the other facilities within the flight. The company has the mission to provide its customers with great experience during the travel along with providing value for money. Hence, it can be stated that SIA is intending to conduct special training programs within three of its functional departments in order to support the managers by making them understand their level of capabilities in serving the passengers with best quality services and other facilities during the entire span of the journey. The training and development program of the various functional departments will be studied in the following section. Training on Customer Service Customer service is regarded as one of the basic and primary tasks of every hospitality organisation. This is also considered as one of the basic requirements, which a passenger demands of during the journey. It is worth mentioning that with the increasing risks of competition, the hospitality organisations need to focus on arranging special training programs especially for all levels of managers so as to make them competent enough to train their lower level subordinates regarding the improvement of the delivery of services. It is usually observed in case of SIA that a skilled trainer is kept for the successful completion of the training programs. The trainer plans the entire training program in a systematic manner along with the planning for the requisite time of completion of the program. It has also been apparently observed that SIA makes use of innovative information technology in the process of improvement relating to customer service along with increase in operational efficiency. The company also gives much importance on rendering of on-the- job training of both the employees as well as the employers (Lim, 2009). According to SIA, the managers of the company must understand their respective roles and importance of mass media or advanced technologies so that they can transfer the similar knowledge to their subordinates within the organisation. Moreover, a brief understanding about the above discussed aspect would eventually assist all levels of the managers towards attaining the predetermined goals along with objectives of the airline company at large. In this similar context, on-the-job trainings are usually held by the company in the form of arranging special workshops or training sessions within the organisation premise. In this workshop or training sessions, the managers are trained through offering them with theoretical knowledge along with few of the practical evidences based on the utility of customer services within the hospitality sector and also growing demand of the same. Apparently, it has been noticed that SIA has been providing trainings to the managers concerning the provision of high quality services in a cost effective manner. For this task, the company has been gaining knowledge through the development of a particular strategy, which requires all the functional departments of the organisation to merge together for improving customer services. While interviewing one of the Senior Managers of the HRD of the company, it was apparently observed that the company spends substantial amount of money in infrastructure and technology, which in turn is again utilised for the improvement of customer services. Basically, SIA conducts two different types of training i.e. functional training and general management training. The improvement of the customer services generally fall under the category of functional training. It is also observable that the training program is often conducted for three to four months for the managers so that within this stipulated time period, they can enhance their skills and knowledge and also impart the same to their subordinates. SIA’s on-the- job training emphasises enabling the managers to teach their subordinates to reflect the warm and friendly nature towards the customers so that they can gain confidence and prefer to travel in the similar airline repeatedly (Fyall & Garrod, 2004). This signifies that SIA is quite focused on attracting its customers with the aim of attaining superior competitive position over other airline companies. Apart from the above discussed aspects, it can also be stated that the airline company i.e. SIA is growing stronger day by day in terms of providing services and also facing challenges of growing demands of the customers. With regard to the rise in the demand from the customers’ end, it can be viewed that the Commercial Training Manager of SIA has set a particular motto “If SIA can’t do it for you, no other airline can” (Wirtz & Heracleous, 2012). In the context of the set motto of the company, it is suggestible that the managers of the company must train the employees with the emotional uproar of satisfying the customers, especially the demanding customers without creating a feeling that they being taken advantage of. The managers must also develop a feeling that there is no definite time or age for acquiring training rather the employees must always be provided with the same so that they can enhance their competency level. Hence, it can be suggested that the managers must be provided adequate training with the help of practical evidences and theoretical knowledge. It will help them to understand the concepts easily and also in a manner that they can make their subordinates to learn about the need of meeting the customers’ needs and expectations (Heracleous & Wirtz, 2009). Training on Airport Service and Engineering Airport Service and Engineering is also one of the basic and vital functional departments of all the airline companies in the world. The customers must not only be accompanied or assisted by the personnel of these companies in delivering services during the journey but also during their stay at the airport. This signifies that the customers must be provided with proper assistance and help by the personnel in fulfilling all the formalities of the airport before the start of the journey. Hence, it can be observed that SIA gives much stress on assisting the customers in every operational aspect so that the company can develop a better reputation in the international market. Thus, in this section, a detailed study of the training processes carried by SIA will be conducted in the field of providing quality airport services to the customers (Heracleous & Wirtz, 2009). It can be apparently observed in the past that all international airline companies fall under the membership of International Air Travel Association (IATA). However, SIA never desired to be a part of IATA as it required a distinct identity in the field of service provider. SIA had a strong and firm belief in raising its operational standard in terms ofoffering the economy class passengers with proper choice of meal, provision of complimentary drinks and other services that were often found to be provided to the passengers of business class. SIA also termed all these services to be assistance provided to the customers throughout the journey from the entrance to the airport itself. In recent days, it can be apparently observed that for the deliverance of quality airport and engineering services, SIA opened seven training institutes wherein all the levels of managers are provided with effective training and development sessions. In this similar concern, The Management Development Centre of SIA claimed that through offering of on-the-job training to its managers, the company has been successful in assisting the customers with all the facilities that they require during the air journey starting from the entering of the airport itself. It has also been stated that the major aim of developing airport services training among the managers is to generate effective managers or leaders holding the complete potential to perform various jobs in an efficient manner. Often, it is observed that SIA conducts 70% of its training within the organisation premises and with the collaborative efforts of five of the major functional departments i.e. engineering, ground services, cabin crew, sales support and flight operation. The reason for merging all the five departments is that the company believes the collaboration factor will certainly develop team spirit amid the managers of various departments, which will again add value to the making of entire journey of training pleasant and unified for the managers (Singapore Airlines, 2013). The training sessions at SIA usually aim at making the managers understand that the airport services do not end with the assistance of the passengers in the areas of ticketing and making reservations in the airport. The participants of the training session are made to understand that the ground staff are not only the one responsible for providing the assistance to the customers along the journey but it is also the responsibility of the other staff members regarding the provision of assistance in the airports (Boland & et. al., 2002). According to the top-level managers of the company, the entire training program conducted for the functional department of airport services is named as the Transforming Customer Service (TCS) program. The reason for stating it as transforming is that the company beliefs none of the other companies emphasises the improvements in the field of airport services to the customers. Due to this particular reason, SIA termed it as transforming in order to create a unique and distinct identity as compared to others. As TCS program has been designed at a wider scope for a large variety of targeted customers, SIA aimed at imparting this specific training to the managers of all level in the organisation (Wirtz & Heracleous, 2012). Hence, it can be affirmed that the company takes the above mentioned criteria for giving training to the managers regarding the improvement of the airport services and add value to the reputation of the company in the global market. Training on Customer Security Customer security is also duly considered to be one of the essential aspects, which need to be taken care of. During the journey in the aircraft, it is highly required that the authorities of the airline companies must take into concern complete safety and security of the passengers. It was mentioned in the earlier section that SIA focuses mainly on the improvement of the customer services along with other aspects such as the provision of proper food and facilities within the journey. The training relating to the concern of safety and security is usually provided to the managers specifically of the cabin crew department of SIA. In the preceding few decades, there was a great need for training the managers in the field of safety and security (Baker, 2004). The managers who were responsible for safety and security of the customers were provided with the creative solution of security promotion including documentation check and guarding of the aircraft. SIA entails that the security of the customers begin from their arrival at the airport itself. Since then, it is the sole responsibility of the airport authorities or the management of the airline company to take proper care of the customers along with providing them with the assurance of safety and security (Mitie Group PLC, 2014). The top-level managers or the Directors of SIA have the complete concern for the promotion of safety and security towards the customers during the entire stay within the journey. For this reason, the airline authority has promoted one of the system for appraising the employees concerned for the promotion of safety and security i.e. awards and recognitions (Snell & Bohlander, 2012). In the initial phases of the training and development of the managers regarding the need for customer security, they are taught about adoption of various measures and skills that the concerned authority must know about the promotion of security. The key training assessment of the security consists numerous factors such as proper orientation of services, proper knowledge and jib skills along with the knowledge of safety and security. Above all, it is also observed that one of the unique strategies that are being adopted by SIA is that the company provide a proper briefing session to its customers regarding the safety measures before the start of the journey (Ayob, n.d.). The managers are taught about the ways in which the other staff members will be trained so that they can render or make the subordinates understand about the need for assurance of safety and security. SIA also provides training to its staff members along with the managers and necessary steps are taken in case of any kind of emergency, which might occur during the journey (National Library Board Singapore, 2014). Apart from the above discussed aspects, it is often observed that ‘special training programs and equal access’ is designed for the managers along with the entire staff members. This training program is conducted through the interaction made with the employees or the managers concerning live or real examples and review of the knowledge and skill that were given in earlier trainings. As per the standpoint of SIA, training of the managers or the staff members is a critical and sensitive task to be performed (Lucas, 2004). Thus, it can be stated that the training sessions of the employees must be taken into due concentration and also must be completed within the stipulated time period. In the training sessions arranged for the SIA managers, much attention is laid on training the managers concerning safety and security measures. It is also noticeable that most of the training sessions are conducted in the training institutes of the company itself and specifically the training on security is conducted for the cabin crew members (Singapore Airlines, 2011). Hence, it can also be stated that the special training sessions must be provided to all level managers of the cabin crew so that they can enhance and shape the knowledge and skill of the subordinates in the correct direction. Conclusion From the above analysis and discussion, it can be apparently observed that Singapore Airlines has been taking proper steps and strategies for the improvement in HRD. Moreover, the company has been taking necessary measures for training their managers so that they can understand their level of competency and pass on the same to their subordinates. In the above discussion, it has been affirmed that training and development has been provided to three of the functional departments such as customer services, airport services and safety and security. It is also observed that the company focuses much on the improvements of the services delivered and security of the customers to ensure that their reputation of being one of the best service provider is maintained in the global market. Fundamentally, SIA offers training and development to the managers through sharing of theoretical as well as practical knowledge in their own training institutes. It is often seen that the company arranges for the training and development sessions under two of the major categories i.e. functional training and management training. The above mentioned functional department’s training is being arranged under the procedure of functional training as it requires design of special strategies and sharing of valuable knowledge to the participants. Above all, the entire training sessions have been designed for developing the capabilities of the managers and make them able to share their training sessions to subordinates so that the company can attain success in the long run. References Ayob, A. M., No Date. Singapore Airlines Limited: Building a Culture of Service Excellence. Company Background, pp. 1-15. Baker, S., 2004. New Consumer Marketing: Managing a Living Demand System. John Wiley & Sons. Boland, D. & et. al., 2002. The Future of CRM in the Airline Industry: A New Paradigm for Customer Management. IBM Institute for Business Value, pp. 1-17. Fyall, A. & Garrod, B., 2004. Tourism Marketing. Channel View Publications. Heracleous, L. & Wirtz, J., 2009. Strategy and Organization at Singapore Airlines: Achieving Sustainable Advantage through Dual Strategy. Journal of Air Transport Management, Vol. 15, pp. 274-279. Joy-Matthews, J. & et. al., 2004. Human Resource Development. Kogan Page Publishers. Lim, P. H. L., 2009. Chronicle of Singapore, 1959-2009: Fifty Years of Headline News. Editions Didier Millet. Lucas, R., 2004. Employment Relations in the Hospitality and Tourism Industries. Routledge. Mitie Group PLC, 2014. Singapore Airlines. The Mitie Solution. [Online] Available at: http://www.mitie.com/news-centre/case-studies/tsm-case-studies/singapore-airlines [Accessed March 27, 2014]. National Library Board Singapore, 2014. Singapore Airlines (SIA). Formation of SIA. [Online] Available at: http://eresources.nlb.gov.sg/infopedia/articles/SIP_1705_2010-08-10.html [Accessed March 27, 2014]. Singapore Airlines, 2013. Sustainability Report 2012/13. CEO Message. 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