Talent Management Practice Analysis of Lan Airlines Company - Research Paper Example

?Contents BACKGROUND OF THE ORGANIZATION 3 BACKGROUND OF THE INTERVIEWEE 4 ANALYSIS OF INTERVIEW 4 STRONGEST PRACTICE AT LAN AIRLINES 15 5 stages of succession planning 15 Stage 1 15 Stage 2 16 Stage 3 16 Stage 4 17 Stage 5 17 EVALAUTION OF THE PRACTICE 17 SUGGESTIONS/RECOMMENDATIONS 19 CONCLUSION 20 References 21 APPENDIX 23 Questionnaire 23 INTRODUCTION To be successful in a hyper competitive and increasingly complex global economy, organizations have shifted their attention to talent management practices (Price, 2007). Organizations are aware that to be successful they must be equipped with the best talent in the industry (Redman, & Wilkinson, 2009). In the era of globalization and internationalization, the organizations are not just interest in acquiring the best resources but are also interested in acquiring the best talent available in the market to ensure successful present as well as future. This inevitable emphasis on talent management clearly reflects that organizations are shifting their focus from short-term profit maximization to long-term profitability and stability through effectively attracting, retaining and managing the employees (Bratton, & Gold, 2009). Talent management could be defined as a systematic process through which an organization ensures quantity as well as quality of people that could help it to achieve the desired business objectives effectively (Jackson, Schuler, & Werner, 2009). Through this process, the organization is provided with an opportunity to identify the gaps between the talent available at the organization and the required talent for the profitable achievement of organizational objectives to drive business success (John, 2002). Moreover, organizations have become aware the talent management not just helps in the management of employees but also plays a crucial role in the creation of organizational value (Bratton, et al., 2010) The aim of this study is to evaluate the talent management practices taken into consideration at LAN Airlines for the accomplishment of desired goals and objectives. In addition, the practices through which LAN Airlines enhance it values through the talent management practices. BACKGROUND OF THE ORGANIZATION LAN Airlines is one of the dominant passenger airlines in Latin America and is also prominently known for the cargo services in the same region (LAN Airlines, 2012a). Being a highly successful company in Latin America, the company has been known for its ideal business integrated model. Almost 86 years in the aviation industry has allowed the organization to accomplish its desired goals and objectives but still the organization is working towards the accomplishment of its challenging vision (i.e. to be recognized as one of the top 10 airlines in the world) (LAN Airlines. (2013). The utmost attention given to efficiency and performance has resulted in ‘0’ (zero) flight accidents since 1991. The key success factors of LAN include the timely care and professional development of the workforce. This has allowed the organization to perform effectively while providing the employees with several opportunities for development through professional training sessions (LAN Airlines, 2012b). The talent management system at LAN has played a crucial role in the success of the company over the past few decades. Through the talent management system, the organization has continually been provided with opportunities to convert LAN into a highly successful and high performance company in the aviation industry. In addition, the corporate training and development sessions at LAN are considered to be an investment through which it strengthens its workforce to become fundamental pillars of LAN Airlines. As a result of such extensive training sessions, LAN has always been equipped with quality staff (i.e. staff with skills and competencies to overcome internal and external issues effectively). BACKGROUND OF THE INTERVIEWEE Mr. Johnson works as a HR Executive at LAN Airlines and has been with the organization for the past 3 years. He is responsible for different HR roles including the recruitment and selection of employees along with indentifying the potential employees for training and development. Due to extensive experience and knowledge about HR practices, Mr. Johnson has been responsible for succession planning program at LAN Airlines since 2012. ANALYSIS OF INTERVIEW Question 1) Does the HR department at LAN Airlines recruit and staff for efficiency or effectiveness? Does the company take cultural diversity into consideration in the hiring practices? LAN Airline is recognized for its high-performance, committed and customer-oriented workforce. The company employs around 54,000 employees. All the employees recruited and staffed at LAN Airlines serves a single purpose that is the accomplishment of organizational goals and objectives. Superior performance is expected from all the employees working at LAN Airlines due to which the HR department focuses highly on effectiveness along with efficiency when recruiting and staffing. Basically, LAN believes in looking after its people but in return the people must work effectively and efficiently. Both the factors are considered crucial in the recruitment and selection of employees. The inevitable success of the company depends highly on the cultural diversity and can be clearly witnessed in the hiring practices at LAN Airlines. The company takes pride in providing people from all over the world with an opportunity to become an essential part of the LAN family. The company operates in 21 countries and has people from 56 different nationalities. This significantly implies that cultural diversity is fundamentally important for the company. To reduce any discrimination, the recruiting offices are strictly guided to prefer people coming from the same location. The tendency towards the hiring of cultural diversity can also be witnessed throughout the company’s hierarchy, even among the top-tier positions. Furthermore, 72.8 percent of the company’s main executives are from local communities. This significantly shows that during the year 2011, 99 top-tier executives were hired regardless of cultural background or discrimination of any sort. Question 2) Does the company has any rotation policy at work? If YES, can you please provide some critical insight about it? LAN Airlines is highly committed to operational excellence. To pursue such an objective, the company has introduced rotation policy from quite some time. Under this policy, the executives are provided with an opportunity to move around the countries where the company has operations. By doing so, the top-tier executives are constantly rotated to share their experiences and make new contributions for the company. The rotation of employees has significantly increased with the passage of time. For instance, the official average rotation increased from 9.81 percent to 12.54 percent from 2009 to 2011. LAN Airline takes pride in providing its employees with significant opportunities to enhance their contributions. All the employees at LAN Airlines are considered equal. The employees under the age of 25 at LAN Airlines are considered to most crucial asset for the company due to which these young, energetic and creative individuals are rotated from time to time. The rotation rate of these employees is significantly higher than other age groups. In addition, both men and women at LAN Airlines are considered equal and are provided with almost the same opportunity in terms of rotation. The rotation rate of men against women was 12.9 percent and 12.1 percent respectively in the prior year. This reflects that all the people at LAN Airlines are rotated to enhance their experience while making contributions for the success of the company. Question 3) What is the HR strategy at LAN Airlines? Are the strategies aligned with the long-term plans? To be recognized as top 10 leading airlines in the world is the vision of the company. For the accomplishment of such challenging vision, the company relies highly on its most crucial assets i.e. the human resource. LAN Airlines has always acknowledged the importance of employees within the organization due to which we personally take care and look after our people. Even after several decades in the aviation industry, LAN Airlines has never considered its employee to be a dead weight. This clearly reflects the HR strategy of the company. Timely recruitment and selection of the company provide it with crucial human resource while their training and development practices helps to boost their performance. The social and personal development of the employees is considered as an investment due to which the total training hours were significantly increased from 478.911 to 741.307 for the year 2010 and 2011 respectively. To provide the employees with effective training and development sessions, LAN Airlines has its very own Corporate Academy that comprises of 5 schools; the Safety School, the Service School, the Technical School, the Leadership School, and the Support School. Altogether, the strategies taken into consideration are consistently aligned with the long-term plans of the LAN Airlines. The training and development of the employees, along with job-rotation opportunities are some of the prominent strategies that can serve as a foundation for the accomplishment of long-term plans (i.e. to be recognized as one of the top 10 airlines in the world). Question 4) What is your perspective regarding the attraction of right personnel for the job in terms of organizational growth and market share? LAN Airline operates in a highly competitive market with a challenging vision. This means that attracting the right personnel for the right job has become quite essential for the company to accomplish its desired goals associated with growth and market share. I personally believe that diversity and non-discrimination culture at LAN Airlines fuels the recruitment and selection processes. Attracting the right candidate for the right job is essential for the organization. LAN Airlines aims for operational excellence and high-level of competence. To make it possible, the organization has established its very own training infrastructure, as mentioned earlier, to help the employees understand what is being expected from them and what should be done to help LAN Airlines achieve sustainability as well as growth in the market share. Human resource at LAN Airlines is considered the most valuable asset due to which we tend to provide them will possible opportunities to enhance their skills and capabilities under effective supervision. Despite, the rise in competition LAN Airlines has always searched for the right employee for the job to boost the organizational growth and market share. Question 5) Have LAN Airlines faced any poaching issues recently? Operating in a highly competitive industry surely has some pros and cons, and poaching is one of them. In the era of globalization, one cannot expect LAN Airlines to operate without considering the prominent poaching issues. Like others, we also were a prey to poaching issues. To resolve the poaching issues, the employees are constantly provided with awareness sessions along with motivational activities to encourage the teams to remain loyal towards the organization. Meanwhile, the employees are also encouraged to adopt sustainable practices within and outside the company. This has allowed the organization to reduce poaching issues that were constantly bothering the organization in the aviation industry. Question 6) Do you believe that retaining the top/key talent is currently a major issue at LAN Airlines? Can you elaborate some of the strategies taken into consideration by LAN Airline to retain its top/key employees? I believe that retaining the key talent at LAN Airline has always been a competitive edge of the company. Unlike others, LAN Airlines has retained its key employees from time to time through variety of measures. For instance, the employees at LAN Airlines are constantly provided with training and development sessions to motivate them to work for the achievement of optimum performance. In addition, the employees are provided with opportunities including competencies development along with succession planning. Retaining employees has always been the priority at LAN Airlines. The organization takes pride in its employees due to which they are constantly provided with training sessions. This means that the human resource is considered to be the most crucial asset of the company. Training and development sessions are some of the strategies taken into consideration by the company to retain its key/top employees. LAN Airlines considers the training and development sessions as an investment rather than an expense. This has provided the organization to gain employee’s trust and loyalty over the years. In addition, providing the key/top employees a position at the table has also motivated the employees to remain with the organization for over decades. Some other strategies taken into consideration at LAN Airlines to retain its top employees include the clarification of roles and responsibilities, provision of safe and secure working environment, adequate employee compensation, and opportunities for advancement, and constant feedback from the employees regarding the issues and problems that are being faced by the employees. Question 7) What are the practices used by LAN Airlines to hire the right staff for the right job? Despite the fact that LAN Airlines is operating in a highly competitive landscape, the organization constantly recruit individuals on the basis of passion and fit while being open to all possibilities. Passion is a factor that is constantly looked into at the time of hiring the right staff for the right job. We at LAN highly believe to search for employees that have high passion and potential for the job. Passion is one of the things you can sense when an applicant enters the room. On the other hand, at LAN we hire for fit. This clearly means that the organization only looks for people that can fit into our organization. For example, a great hockey player would be the best at what he does but he might fail to become a star player in NBA. This clears what the organization looks for when hiring the right staff for the job. Even though, we look for passion but that does not mean we are judging the book by its cover. Being in the aviation industry for decades, LAN Airline has experience individuals that are clearly aware of what to look for in the individual (i.e. traits) and how the individual can help the organization to achieve its desired success. Recruitment and selection processes are considered quite crucial for the success of the organization due to which LAN takes great care in the hiring of employees. To reduce the possibilities of slacker, the organization tends to gain all personal information through their LinkedIn profile, Twitter, and any other online presence that support their candidacy. Meanwhile, the candidates are provided with clear instructions that no resume are to be entertained without the provision of all the information that can support their candidacy. Furthermore, LAN Airlines strictly supports the concepts of diversity management and equal employment opportunities. This has allowed the organization to be provided with quality talent for over decades. Question 8) Can you provide an insight regarding the grooming of high potential employees for key roles in the future? Our employees are the face and soul of LAN Airlines. This is the very reason that they are continually motivated and encouraged to work towards the accomplishment of organizational goals and objectives. As these very employees are the heart and soul of LAN Airlines, they are continually provided with training and development opportunities to groom their soft-skills as well as their hard-skills. LAN Airline grooms its high potential employees through succession planning. This grooming of individuals at LAN Airline is considered quite necessary as it ensures talent and skills availability at the right time. Through succession planning, the organization is not only provided with an opportunity to enhance the skills and competencies of the potential employees but also helps in the development of immediate successors. In addition, this grooming of employees helps in the transfer of knowledge as well as employee development. The succession planning at LAN Airline is a systematic process that follows 5 steps in the development of right employees for the position at the table. Question 9) What are the organization-wide employee development plans? How do you think such plans can help the organization in enhancing its growth and overall success? As mentioned earlier, the organization-wide employee development plan includes the training and development of potential employees to significantly enhance their skills, knowledge and competencies. This will not only help the employee to be motivated and satisfied but will also help the organization to create a pool of potential successors. Yes, this organization-wide employee development plan would further enhance the organization’s capability to achieve its overall success and growth. For instance, the development plan will help in the motivation and job satisfaction of the employees which will eventually result in increased performance of the employees. Furthermore, the diversity approach taken into consideration at LAN will eventually provide the organization with innovative ideas from time to time for the attraction of customers in the market. This reflects that the organization would have a competitive edge over other airlines in the aviation industry due to the long-term development plans of the employees regardless of the costs associated with the development plans. Development of human resource is considered to be an investment rather than an expense due to which we at LAN are ready to invest millions in the development of individuals from time to time. Question 10) Can you elaborate the reward system at LAN Airlines? At LAN Airline, we have always acknowledged and recognized the efforts of our employees. The individuals are constantly rewarded and recognized for their efforts. At LAN, the employees are always motivated and congratulated on the job well done leaving the employees motivated and well-satisfied on their performance. By taking into account the outstanding performance of our employees, LAN has developed series of rewards and recognitions particularly for our employee’s motivation. The series of awards and recognitions include; Service Star: This award is given to the individual that has performed exceptionally well in their line of work. LAN Attitude: This award and recognition is for those employees that have shown outstanding attitude towards the clients and their services have remained off-the-chart. Recognition of Years: Loyalty and commitment of our employees is a dominant factor that LAN can never undermine. To provide the employees with our gratitude, the company continually awards its special people with career spanning over 20 till 35 years with LAN. Question 11) Is there a talent management system in place to ensure that the organization is provided with right talent from time to time? Is talent management seen an important organizational objective to enhance performance? Yes, the success of the company is basically due to our committed and dedicated employees that have remained with the organization for over decades and still counting. The company is frequently provided with quality human resource due to the talent management system. Basically, the task of talent management system is to ensure that the organization is provided with right individual, with right set of skills, at the right time and place so that LAN can accomplish its challenging vision in such competitive aviation industry. I believe talent management system to be the most crucial system within the LAN Airlines. Through talent management system, LAN has always been provided with opportunities to fulfill its commitments towards the hiring, managing and retaining of talented employees from time to time. The challenging vision of LAN Airlines clearly reflects the seriousness of the organization towards the achievement of organizational goals and objectives. Managing and retaining the key personnel has always been and will always remain an important organizational objective. In order to ensure the effectiveness of the organization, the organization constantly recruits and selects the best talent available with an aim to further enhance the performance of the organization. In addition, the changes in competitive landscape have always been shielded through effective management of talent. This means that LAN Airline’s utmost attention lies in the recruitment and selection of quality employees through talent management system. To accomplish the challenging vision, the organization has and will always be serious towards the recruitment and selection of employees. The organization not just only looks for passion for the job but also the organizational fit at the time of recruitment and selection. Question 12) Is talent management at LAN Airline linked and aligned with the key HR practices such as recruitment, recognition, appraisal, and reward etc? Well, it has become quite obvious from my earlier response regarding the importance of talent management system at LAN Airlines for the achievement of organizational goals and objectives. To further clear it, I would just say that the talent management is effectively aligned and linked with all the HR activities and practices at LAN Airlines. Talent management system at LAN Airline is a business strategy that is fully integrated within all the HR practices (i.e. employee related processes) to attract and retain the talent employees. The employees at LAN are considered as one of the most crucial assets due to which every member of the organization is considered responsible for the management of talent. The linkage and alignment of talent management with key HR practices at LAN can be witnessed through the implementation of Human Resource Information System (HRIS) that not only tracks the career path of the employees but also provide the employees with an opportunity to manage the talented employees while providing them with support to pursue their career dreams. Question 13) What is the single strongest practice at LAN Airlines? Is it recruitment and selection, succession planning, retention strategy or any other practice? LAN Airlines has variety of strong practices that helps it to achieve organizational goals and objectives from time to time. But the single strongest practice at LAN Airline is the succession planning of key/top employees. LAN actively pursues succession planning to fill each position at the organization while ensuring that the employees are constantly trained and motivated to develop skills to take responsibility of even more challenging roles. At LAN, succession planning has always remained a proactive practice that helps in filling new positions more effectively while redesigning the organizational opportunities through employee promotions. I personally believe that succession planning has helped the organization to significantly build the strength of the bench. Meanwhile, succession planning has allowed LAN Airline to retain superior employees by providing them with successful career path for their continuous growth and development. STRONGEST PRACTICE AT LAN AIRLINES The analysis of interview provided significant insights regarding the strongest practice at LAN Airlines. It revealed that succession planning at LAN Airlines is the strongest practice through which LAN not only provide its employees with an opportunity to enhance their skills and knowledge but also ensures that the employees are provided with even more challenging roles. Succession planning has been an important human resource practice for organizations (Greer, & Virick, 2008). Success planning at LAN Airlines is considered an integral process through which LAN ensures that the employees are recruited and developed to play essential role in the success of the company. In short, succession planning at LAN allows it to recruit superior employees while developing their knowledge, skills and abilities. In addition, these employees are gradually promoted to perform challenging tasks. LAN Airlines focuses on internal succession planning. By doing so, LAN has significantly enhanced the level of employees’ engagement as well as their morale. This internal succession planning provides the management of LAN with considerable time to get to know the potential promotion candidates. Ensuring the success of succession planning, LAN focuses quality rather than the quantity. 5 stages of succession planning Succession planning at LAN Airlines is a continuous process that is divided into 5 key stages. The stages through which the organization develops its future employees are as follows; Stage 1 The first stage in the succession planning of LAN includes the evaluation of current management’s abilities and incentives to hire and retain key employees. This significantly helps the organization to identify the critical position along with the roles and responsibilities of the position to effectively meet the business objectives. The identification of critical position within the organization is done through workforce projection data or demographic analysis. This evaluation significantly helps in the identification of the risks areas. Stage 2 LAN Airline prioritizes the high risk areas for succession planning due to which LAN focuses on identifying the capabilities and abilities of the potential employees. By taking such insights into consideration, the management guides the learning and development plans, sets clear expectations in terms of performance, and the assess the performance continually to be successful in succession planning. This helps in the completion of competency profiling. As a result of this stage, the employees are provided with an opportunity to understand the key responsibilities and competencies required for the position. Stage 3 After the evaluation and identification of critical positions within the LAN Airlines, the management moves forwards to select strategy to address succession planning. LAN Airlines focuses on three strategies simultaneously for the enhancement of knowledge, skills and core competencies. The strategies include job-experience, coaching and formal learning through Corporate Academy. Job experience includes the constant rotation of employee from one place to another. On the other hand, coaching is done by managers as well as supervisors, whereas Corporate Academy provides the employee with viable options for the enhancement of skills and competencies. The options for training provided by Corporate Academy include; service skills, technical skills, support skills, safety skills and leadership skills. Stage 4 After the strategies are selected, LAN Airlines document the strategies into the action plan. Once these strategies are documented, LAN implements the strategies for the enhancement of skills, knowledge and competencies. Stage 5 To ensure that the strategies taken into consideration are effective and can provide the organization with positive outcomes, LAN monitors the workforce data and evaluates the activities to make amendments and necessary adjustments. This has helped the organization to be provided with quality leaders that ensured the survival and profitability of the organization for over almost 8 decades. Through succession planning, LAN Airlines is provided with several benefits including the ability to align its strategic goals with the human resources. As a result, LAN is provided with an ability to get the right person for the right job at the right time and in the right place to achieve the desired business objectives. In addition, the succession planning has allowed the organization to transfer its knowledge timely and effectively. EVALAUTION OF THE PRACTICE Talent management is an ongoing systematic process through which an organization identifies the demand and needs of its workforce (Peter, 2008). With the passage of time, organizations are constantly lacking behind in managing its talent due to the significant increase in the competitive landscape. As a result of changes in the competitive landscape, organizations are continually facing challenges for the effective management of talent. The most dominant challenge includes uncertainty and risk. On the other hand, Schweyer (2004) proposed that talent management is an ongoing and proactive process that provides the organization with quality talent pools. According to Peter (2008), the internal practices to manage talent include coaching, establishment of assessment centers, provision of progress plans for high-potential employees, and succession planning. On the other hand, the traditional practices that helped the organization to manage its talent in 1950s include performance evaluation systems, 360 feedback programs, and executive coaching. All of these practices have helped the organizations to manage its talent for quite long time. For the evaluation of talent management practices at LAN Airlines, the principles proposed by Peter (2008) for the management of talent in the era of uncertainty have been taken into consideration. LAN Airlines aims to be recognized as one of the top 10 leading airlines in the world and to do so, the organization continually focuses on succession planning of the employees along with HR practices that are directly aligned with the organizational goals. LAN aims to produce an excess of talent to eliminate the risks of shortfall of talent through its succession planning strategies. Although, producing an excess talent in such competitive landscape is not a good thing because it will give rise to issues such as poaching (Peter, 2008). But as the organization is dedicated and committed to provide its workforce with career development opportunities, the organization tend to continuously produce talent so that the business opportunities could not be missed. On the other hand, Peter (2008) revealed that the uncertainty should be eliminated in talent demand. At LAN Airlines, it was observed that the organization tend to focus highly on volatile and risky areas. To overcome volatile circumstances, LAN continually train and develop its employees to enhance their performance along with productivity for the better achievement of goals. In addition, the timely succession planning of employees significantly reduces the uncertainty. This reflects that the uncertainty is significantly reduced at LAN Airlines through the systematic process of succession planning. One of the principles proposed by Chappelli (2008) indicated that the development of employees should bring return on investment. This can be clearly observed at LAN Airlines. Through succession planning, LAN is not just provided with employees with enhanced skills, knowledge and capabilities but has also helped the organization to significantly enhance its performance in the attraction of customers that eventually leads to significant increase in the earnings of the company. The employees at LAN are provided with succession training if they have the potential to lead the organization in the forthcoming years. The last proposed principle by Chappelli (2008) can be related to the retaining of employees. LAN can be considered to be quite effective in retaining the employees from time to time. For instance, the employees at LAN are constantly rotated within the organization so that a balance can be created between the interest of the employees and the organization. SUGGESTIONS/RECOMMENDATIONS By taking into account the principles proposed by Chappelli (2008) in “Talent on Demand” it would be best for the organization to take the following recommendations into consideration; The organization is constantly producing excess talent. This should be significantly reduced as succession planning is quite costly and can provide the competitor with an opportunity to poach the key/top employees. To take advantage of the opportunities, LAN should tend to focus on producing talent on demand rather than producing talent in excess. LAN Airlines should focus highly on other aspects as well to strengthen the position of the company in the industry. Succession planning has been the strongest practice at LAN. This means that the organization should now focus on retention strategies or compensation strategies to motivate the employees to further enhance their performance and productivity in the achievement of organizational goals and objectives. CONCLUSION For the achievement of the challenging vision of LAN Airlines in a highly competitive industry, the organization has shifted its focus towards the achievement of overall success and increased performance through talent management system. Talent management has always been the strength of LAN Airlines and has provided the organization with inevitable success over other competitors in the market. Succession planning is the strongest practice at LAN and has provided the organization with several opportunities to enhance the capabilities and abilities of its workforce for the effective achievement of organizational goals and objectives. The finding of Peter (2008) and Schweyer (2004) reveal that LAN Airlines is doing greatly to take optimum advantage of its HR practice in the uncertain environment. References Bratton, J. & Gold, J. (2009). Human Resource Management: Theory and Practice, 4th edition. Basingstoke: Palgrave Macmillan. Bratton, J., Sawchuk, P., Forshaw, C., Callinan, M. & Corbett, M. (2010). Work and Organizational Behaviour, 2nd edition. Basingstoke: Palgrave Macmillan. Greer, C., & Virick, M. (2008). Diverse succession planning: Lessons from the industry leaders. Human Resource Management,  47 (2), 351–367. Jackson, S., Schuler, R., & Werner, S. (2009). Managing Human Resources. Mason, OH: South-Western Cengage Learning. John, L., (2002). Human Resources in Organisations. Financial Times Press. LAN Airlines. (2012a). Annual Report. Retrieved September 5, 2013 from http://www.brandbookdigital.cl/latam/ingles/archivos/FINANCIAL_STATEMENTS/FINANCIAL_STATEMENTS.pdf LAN Airlines. (2012b). Business Strategy. Retrieved September 5, 2013 from http://www.brandbookdigital.cl/latam/ingles/estrategia_y_negocios.html LAN Airlines. (2013). About us: Profile. Retrieved September 5, 2013 from http://www.latamairlinesgroup.net/phoenix.zhtml?c=81136&p=irol-homeProfile2 Peter, C. (2008). Talent on Demand: Managing Talent in an Age of Uncertainty. Harvard Business School Publishing. Price, A. (2007). Human Resource Management in a Business Context, 3rd edition. London: Cengage. Redman, T., & Wilkinson, A. (2009). Contemporary Human Resource Management: Texts and Cases. Harlow: Financial Times Prentice Hall. Schweyer, A. (2004). Talent Management Systems: Best Practices in Technology Solutions for Recruitment, Retention and Workforce Planning. Wiley. APPENDIX Questionnaire Question 1) Does the HR department at LAN Airlines recruit and staff for efficiency or effectiveness? Does the company take cultural diversity into consideration in the hiring practices? Question 2) Does the company has any rotation policy at work? If YES, can you please provide some critical insight about it? Question 3) What is the HR strategy at LAN Airlines? Are the strategies aligned with the long-term plans? Question 4) What is your perspective regarding the attraction of right personnel for the job in terms of organizational growth and market share? Question 5) Have LAN Airlines faced any poaching issues recently? Question 6) Do you believe that retaining the top/key talent is currently a major issue at LAN Airlines? Can you elaborate some of the strategies taken into consideration by LAN Airline to retain its top/key employees? Question 7) What are the practices used by LAN Airlines to hire the right staff for the right job? Question 8) Can you provide an insight regarding the grooming of high potential employees for key roles in the future? Question 9) What are the organization-wide employee development plans? How do you think such plans can help the organization in enhancing its growth and overall success? Question 10) Can you elaborate the reward system at LAN Airlines? Question 11) Is there a talent management system in place to ensure that the organization is provided with right talent from time to time? Is talent management seen an important organizational objective to enhance performance? Question 12) Is talent management at LAN Airline linked and aligned with the key HR practices such as recruitment, recognition, appraisal, and reward etc? Question 13) What is the single strongest practice at LAN Airlines? Is it recruitment and selection, succession planning, retention strategy or any other practice? Read More