Qatar Airways - Solution to Employee Recruitment Problems - Research Paper Example

QATAR AIRWAYS: SOLUTION TO EMPLOYEE RECRUITMENT PROBLEMS Student’s Name Course Professor’s Name University City State Date Table of Contents 1.0Background 3 1.1Qatar Airways 3 1.2Qatar Airways Recruitment Problems 3 1.3Justification 4 1.4Rationale 4 2.0Research Question and Objective 5 3.0Literature Review 5 3.1 Basic Recruitment Practices 5 3.2 Discrimination in Recruitment 7 3.3 Recruitment and Selection and Retention Theory 8 3.3.1 Organizational Chart 8 3.3.2 Job Descriptions 9 3.3.3 Recruitment 9 3.3.4 Selecting 9 3.3.5 Hiring 9 3.3.6 Retaining 10 3.4 Information Gap 10 4.0Methodology 10 4.1Research Design 10 4.2Sample Size 11 4.3Target Population 11 4.4Sampling Procedure 11 4.5Data Collection 11 4.6Data Analysis 12 5.0 Timescale and Resource Plan for the Project 12 5.1 Timescale 12 5.2 Resource Plan 13 5.0Conclusion 13 Bibliography 14 Qatar Airways: Solution to Employee Recruitment Problems 1.0 Background 1.1 Qatar Airways Qatar Airways is an airline that operates under the company name Qatar Airways. It is owned by the government of Qatar and its headquarter is located at Qatar Airways Tower in Doha. The airline operates on a network that links more than 150 international destinations across Oceania, South America, North America, Middle East, South Asia, Far East, Europe, Central Asia, and Africa from its base at the Hamad International Airport. The airline has more than 180 aircrafts in total. Qatar Airways Group has more than 40,000 employees of whom 24,000 work directly for the Qatar Airways. The carrier has been an Oneworld Alliance member since October 2013 making it the first carrier in the Gulf to sign with one of the three main airline alliances. Qatar Airways have won the award of “World’s Best Airline” four times with the most recent being in 2017 making it to be among the best airlines in the world (Zhang 2017). The other top 10 carriers were Eva Air, Garuda Indonesia, Lufthansa, Etihad, Emirates, Cathay Pacific, ANA, Hainan, and Singapore. It has also won the best airline in the Middle East and the best business class carrier in the globe. 1.2 Qatar Airways Recruitment Problems Qatar Airways have opaque recruitment processes. As a result, it is often difficult to determine the criteria that the airline uses to recruit its cabin crew. Questions have been raised of the maximum age limit that Qatar Airlines uses during recruitment. It is not clear as which age limits that the airline do not recruit. Even though the minimum age limit of the cabin crew in the airline is 21 years, the airline does not advertise the maximum age limit (Paddle Your Own Kanoo 2017). However, most of the recruiters are in their early to mid-twenties and people of the age above 30 years are not easily selected. Even though people older than 35 years can be recruited, it is important to determine the reasons to which older people might not be of success as a cabin crew. Qatar has a good reason to why they do not recruit the older candidates as Cabin Crews. The goal of the airline is to enhance team work, safety, on-board experience, and customer services among others. It, therefore, needs the Cabin Crew to fully conform and absorb to the airlines ways of doing things. The company argues that the older candidates are less likely to conform to its dynamism and are more likely to question the guiding rules (Paddle Your Own Kanoo 2017). The airline also flies most of the arduous and longest routes in the globe. It, therefore, needs recruits that are healthy, fit and able to withstand the rigorousness of the long-haul travel. In addition, taking an older group is unconventional since the rank structure allows for the Purser or the supervisor to be even 10 years younger. Qatar Airways only recruits the good looking people for cabin crew position. This is contrary to their mantra that indicates that they recruit cabin crews irrespective of size or shapes of the applicant. Despite the reassurance, flight attendant position is similar to a modelling competition. The recruits considered are usually attractive cabin crew that are mainly female in their promotional and advertising material. The company requires the candidates to submit their photos; a practice that many countries have outlawed as a way of eliminating discrimination. Even though there is a level of unfairness in the selection of the Cabin Crew based on the looks, it is mainly based on the grooming standards of the people (Paddle Your Own Kanoo 2017). Allegation has also been made that Qatar does not enhance diversity in its recruitment processes. The workforce of the company is not multi-culturally rich despite its pride on the same as certain nationalities are inadequately represented. The airline has about 120 nationalities working for it (Paddle Your Own Kanoo 2017). It welcomes workers from the global sphere which makes it one of the most forward thinking global airlines. However, during the recruitment process, some of the factors are in play. These factors can make some of the nationalities to take a greater share of the airline vacancies. For example, cabin crew are recruited to represent particular routes of each airline since they understand the culture of the country to which they fly in. The recruits also usually have shared language with the some of the passengers and can better understand their needs. As a result, some of the countries do not have a representative on the airline since they have no destination in their geographical space. On the other hand, Arabic nationalities from states such as Tunisia and Egypt are popular in Qatar Airline due to the cultural awareness and language skills. Additional factors include the assessment days’ locations that make it difficult for the recruiters to visit every country in the world. In addition, the power of the passports inhibits the potential recruiters from other countries to join Qatar airlines. For example, Afghanistan passport allows one to visit only 25 countries visa free thus exposing the individual to logistical difficulties if he or she was to be a cabin crew for Qatar Airline. There have also been allegations on Qatar Airline employee recruitment discrimination based on the medical history of the candidates. Some of the successful recruits have told stories of how the airline rejected them just upon realising their medical conditions. Even though there are specific medical requirement for one to be recruited as a cabin crew, it is not clear on the basis of rejection. Some of the medical conditions that can lead one to be rejected as a recruit include history of invasive surgery, musculoskeletal disorders, and back problems. In addition, for one to obtain a visa to work and live in Qatar or United Arab Emirates he or she need to be: free from HIV/AIDs; no pulmonary tuberculosis history; negative for syphilis and hepatitis B, and proof of no leprosy (Paddle Your Own Kanoo 2017). 1.3 Justification There should be no discrimination in the recruitment process of any of the companies that adhere to the international human rights (Engberg 2015). However, Qatar Airways have discriminated its recruitment candidates based on age, looks, ethnicity, and medical history. The state owned airline has breached the international convention. The airline, therefore, needs to review their recruitment rules to adhere to the international standards. 1.4 Rationale The research study is a scientific way to which the solution to recruitment process at Qatar airways can be addressed. The study was designed to determine the recruitment problems at Qatar Airways. It allowed for the diagnosis, prevention and treatment of the malpractices witnessed in the recruitment process at Qatar Airways. As a result, the study aims to contribute to knowledge and progress in the recruitment practices. It is the safest and quickest to find solutions in the recruitment processes in the airlines. 2.0 Research Question and Objective The research question of the study is: what are the solutions to recruitment problems at Qatar Airways? The study, therefore, aims to identify the recruitment problems at Qatar airways and recommend the suitable solution to the problem. In addition, the literature only covers the aspect of discrimination but none is specifically analysing the situation at Qatar Airlines. 3.0 Literature Review The literature review segment will take a close analysis at the secondary data. In explanation, it will take consideration of the scientific documents that exist based on Qatar Airways recruitment problems. The scientific documents will ensure reliability of the information. First, it will take consideration of the age limit in recruitment. Second, it will analyse how looks of an individual affects the recruitment process and situation to which it is taken into consideration. Third, the segment will analyse on the element of diversity taken into consideration during the recruitment. Lastly, the segment will analyse the literature on the recruitment discrimination based on the medical history of the candidate. 3.1 Basic Recruitment Practices Recruitment is one of the human resource management department and crucial for the organisation performance. Poor recruitment practices continue to affect the performance of the organisations and limit the achievement of business goals (Ekwoaba, Ikeije & Ufoma 2015). However, the public service agencies have taken a long in several jurisdictions in identification and implementation of new and effective hiring strategies. In some of the instances, the existing policies inhibit change while in some of the areas the managerial inertia is the inhibiting factor. For an organisation to succeed, it needs to acquire and retain high quality talent. The increased competition in the job market and the diversity in the available skills show that the recruiters need to be more selective in the choices they make since poor decisions can lead to long-term negative effects on the company (Lele 2015). Some of the negative effects linked to poor recruitment process include high development and training costs to minimise poor performance and high turnover thus negative impact on the staff morale. At worst, the agency can fail to meet its goals thus losing its competitive edge and its market share. Suitable recruitment process can lead to production of high quality services and goods and retention of the company’s reputation. Conventionally, the public service organisations have had less concern on the increasing competition and the market share since they operated in the monopolistic environment. However, the emphasis of the New Public Sector Management or Public Management approaches have made the public entities to pay more attention to the services they deliver since they consumers have begun to demand and expect more for their taxes (Bhoganadam & Rao 2014). The public are no longer considerate on the poorly produced services and goods; untrained employees and under-qualified recruits. Societies have become more litigious and critical thus forcing the public service organisations to seek all the possible avenues that they can use to improve their output and satisfy their clients. The provision of high-quality services and goods begins with the recruitment process. Recruitment is the set of processes and activities that are put in place to help legally obtain the adequate number of qualified personnel at the right time and place to achieve the set short and long term goals. It provides the organisation with the team of candidates that are potentially qualified so that they can be selected through the judicious selection process to fill the listed vacancies. Successful recruitment starts with the comprehensive employment planning and forecasting (Brown 2017). At this stage, the organisation develops plans to eliminate or fill future job openings based on the critical analysis of the future needs, available talent outside and within the organisation, and the anticipated and current resources that can be expected to retain and attract such talent. Related to the recruitment process success are the strategies that the organisation is willing to put in place to select and identify the best candidates for its human resources. The organisations that seek recruits for the entry level positions often require minimum experience and qualifications. The applicants for such positions are usually are recent graduates from technical college, high school, or university and most of them have not yet made a clear decision on their career future (Ullah 2010). Some of them are also still contemplating advancing their academic background. However, the junior executive, technical, senior administrative and middle level position and often internally filled. The demand for scarce and high quality talent that are often recruited from the external sources has been always experienced at the senior executive levels. Most of the organisations utilise the external and internal mechanisms to recruit in all the levels. There are several recruitment processes and strategies. Recruitment can be conducted internally through transfers and promotions of the personnel already existing in the organisation or through referrals by family members, friends, and current staff members (Mustapha, Ilesanmi & Aremu 2013). In the situation in which the internal recruitment is the preferred method of filling vacancies, job openings are usually advertised through job postings. Job postings are the strategy of placing notices on the electronic and manual bulletin boards, office memoranda, and company newsletters. Referrals are usually the advertisements made through the word of mouth and usually of low cost per hire. Internal recruitment might fail to produce the quality or number of the personnel needed in some of the cases thus forcing the organisation to recruit from external sources through encouraging the college recruitment, online advertisement, using employment agencies, advertising in visual or audio media, journals, and magazines, and encouraging the walk in applicants (Yaseen 2016). The agencies in the public service are more exposed to scrutiny compared to the private sector organisations. As a result, transparency and fairness in recruitment and selection processes is important (AdeniyiAjonbadi, AboabaMojeed-Sanni, & Otokiti 2015). However, no matter the situation, the strategy selected for recruitment should ensure that the candidate is the most qualified and committed in achieving the goals of the organisation. He or she should work towards ensuring that the provision of public services to the public is effective and timely (Omolo, Oginda & Oso 2012). In addition, the selected team should ensure that the goods and services offered are of consistent high quality and the agencies achieve the goals for which they are established. 3.2 Discrimination in Recruitment According to Stoilkovska, Ilieva, and Gjakovski (2015), discrimination is a vice that is only seen by the candidates. In explanation, the human resource managers usually view themselves to be working professionally and employing the best personnel for the job without influence of discrimination and prejudice during the selection and recruitment process. However, the candidates that have managed to go through the recruitment processes consider the concept of prejudice and discrimination free is not conserved (Pager & Western 2012). The human resource managers consider it not necessary to indicate ones nationality in the application process. However, they find it difficult to select the best and right candidate for a given vacancy more so in the situation that the selection process takes consideration of the proportional national representation. This commonly applies in the public institutions. In such scenarios, the best candidate is not selected to work in the given vacancy despite having the appropriate skills with the intention of meeting the equity in representation call in the public institutions (Stoilkovska, Ilieva, & Gjakovski 2015). According to Stoilkovska, Ilieva, and Gjakovski (2015), there has been existence of the gender and sexual orientation discrimination in the recruitment processes. Even though there are no obstacles for eliminating the gender and sexual discrimination in the recruitment process, the conventional mental models usually influence the candidates’ selection (Pager & Western 2012). Stoilkovska, Ilieva, and Gjakovski (2015) indicate that there are laws that enhance the employment of the people with disability. However, most of the companies do not have sufficient basic working conditions that will support the people with disability. As a result, they end discriminating against them (Pager & Western 2012). The discrimination against the people with disability exists due to the cost linked to eliminating it. Some of the recruitment discriminations in the public sector are also based on the party affiliations. Most of the applicants do not submit their applications for the competition issued by the public entity unless they are members of the leading or ruling political party (Stoilkovska, Ilieva, & Gjakovski 2015). Consequently, neither the human resource managers nor the applicants can ascertain that the people unemployed or employed were the best candidates and identified without political influence (Pager & Western 2012). Employment discrimination can also be based on the age of the candidates. Youths are often employed in most of the labour intensive jobs while the older generation is unemployed. Some of the countries have deployed measures of employing the population of the age between 50 and 59 years (Stoilkovska, Ilieva, & Gjakovski 2015). In agreement, Lahey (2008) argue that the employment at later ages in the public pressures is not out of good will but as a way of cutting the weight of retirement benefits. However, even in such countries, employment prejudices is still felt against the older generation. The younger workers have more than 40 per cent chance of being offered a job interview compared to the older worker. McGoldrick and Arrowsmith (1993) argue that’s age is a major cause of discrimination in the workforce thus making the aging population to experience economic pressures. There are a number of recommendations on addressing discrimination on the recruitment processes. It is important that the laws are amended to ensure that the ethnic minorities are recruited in the institutions as a way of meeting equal employment opportunities for all despite their ethnic background. The gender of the desired candidates also should not be included in the job advertisements without a special need to do so or if the information is not linked to the nature of work (Behtoui & Neergaard 2009). The companies recruiting should also provide the accessible entrances and free movement possibilities in their premises for the people with disability. In addition, they should offer opportunities for adjustable communication practices. The companies also need to arrange a number of seminars for their human resource managers focusing on discrimination so as to challenge the conventional mental models and create awareness on equality in the selection and recruitment processes as a way of improving the success of the company. Companies should also ensure that all candidates have equal employment opportunities despite their age. In addition, the real professionals should be analysed as per their expertise and experience and not their age (Stoilkovska, Ilieva, & Gjakovski 2015). 3.3 Recruitment and Selection and Retention Theory Retaining, hiring and recruiting employees require tried and true human resources to prevent high turnover and bad hires. Most of the businesses do not have the trained human resources professional to conduct the hiring. It is important that the human resources theories and best practices are taken into consideration when conducting a hiring exercise (Ashe-Edmunds 2017). The businesses should also have the best possible human resource team to ensure sustainable application of the same. Planning ahead is important since it enables the reduction of firing cases and movement of employees to distinct areas since they were not brought in properly. 3.3.1 Organizational Chart The small businesses find it difficult to have a comprehensive business organizational chart. Given a chance for such businesses to start, they would not hire the same people in the positions of the company that they are right now. Contrary to most of the big organisations, the small ones usually do not have a realistic organizational chart in the start of the company (Ashe-Edmunds 2017). As a result, the small businesses have a continuous hiring based on the gaps and needs of the company as perceived by the management. For a company to have an effective workforce, it is important that it have an organizational chart that accurately plans and diagnoses the labour needs of the company. 3.3.2 Job Descriptions For an organization to effectively retain, interview and recruit its employees, it needs a comprehensive job descriptions. This helps to attract the job applicants that know what in specific are the requirements of the job. It also enables the potential recruits to determine whether or not they can do the job and if they have competences, skills, and qualification needed for the job (Ashe-Edmunds 2017). For an organization to retain its employees, they have to feel that they are treated fairly and these need them to have an annual review based on their job descriptions. It is often frustrating to the employees if they are told that they did not perform the tasks that were not part of their responsibilities in first place. 3.3.3 Recruitment It is important to have an accurate recruitment advert when recruiting workers. The advert should entail an accurate and comprehensive job description. This will increase the chances of having qualified applicants in the job opportunity and preventing the legal problems that might be linked to the job advertised. Adverts should be carried in publications and job boards where there is a congregation of the people with the background being sought (Ashe-Edmunds 2017). If the cost of the advert of the job vacancies is an issue, it is important to have a brief over view on the sites and direct the applicants on the website that they can get more detailed descriptions. 3.3.4 Selecting During the selection process, it is important to develop a list of attributes that the ideal employee should have then divided the applications and resumes into three pillars. This will depend on the number of applications received for a particular job vacancy. After which, a point should be assigned to each of the attributes and the applications and resumes divided into the three piles: A, B, and C (Ashe-Edmunds 2017). Interview should be conducted with those that have the A scores which the resumes that scored a C should be tossed off. On the other hand, the B pile should be kept for another review in case there is no suitable candidate in pile A. In explanation, the candidates in the B pile might have attributes that were overlooked during the initial inspection. During the interviews, questions asked should test how the recruits manage or work with other people, how they handle problems, what they can do to the company and there experience in relation to the job opening. Focus during the interview should not be on how the applicants have performed in other companies in the past but how they might perform to the organisation that they applied a position for in the future. 3.3.5 Hiring During the hiring stage of the employees, it is important to discuss the compensation including benefits and pay. An employer of choice can be determined based on good benefits package such as personal time off, vacation time, day-care, health insurance, and voluntary benefits such as vision or dental insurance. The salary negotiation ethics can make a relation between an employee and the new recruit become worse before it even begins. If the position is important to the company and the candidate selected is the best choice, it is important that the recruits are paid as per the worth of the position (Ashe-Edmunds 2017). In case the employer wants to pay its new recruits as little as possible, even to the extent of paying less than the worth of the job then the candidates should be asked of their salary requirement or salary history. In such instances, you might find an employee ready to work for less than what the job is worth. However, it is important to note that the salary histories do not give the accurate estimate that an applicant is worth since he or she might have improved in his or her skills. It is, therefore, important to have other better-paying options for such new recruits to pay for their skill development or recent growth. The increase in pay may also be because the company can afford to pay differently compared to the previous one. It is important to ask for references from the candidates that have managed to get to the final recruitment step and conduct the interviews. 3.3.6 Retaining Good communication is important in keeping the workers. The new hire should be given a 30 day and 90 day reviews to determine their feelings as they work for the company (Ashe-Edmunds 2017). The reviews need not to include the raises. The new recruits, including the managers should be asked about their performance. Qualitative data should be collected from the co-workers while the quantitative data should be gathered from the department of the relatively new recruit concerning his or her performance whenever possible. Employers should be praised in writing whenever they are doing a good job so that they can know that they are a part of the team and their jobs are secure. 3.4 Information Gap There are no finalised scientific literatures that link discrimination during employee recruitment to health of the candidates. However, some of the research activities are in the process of determining the same. The theory on recruitment and retaining of the recruits only focuses on the ideal situation and not the unique scenarios. As a result, it is difficult to apply the theory out of context without adjustment of the concept. 4.0 Methodology The methodology segment includes the analysis of the research design, sample size and target population. It also captures the sampling procedure, data collection and data collection methods. 4.1 Research Design The study will use the case study research design and the case study in this case will be Qatar Airways. A case study research design is an indepth study of a given research problem as opposed to the comprehensive comparative study or sweeping statistical survey. Qatar Airways will, therefore, be studies in details concerning their recruitment problems and solutions determined thereafter (Baxter and Jack 2008). In explanation, the focus will be on the recruitment problems and not all the broad problems that ail the airline. The research design will help test the recruitment, selection and retention theory and determine if the model actually applies in the occurrences of the real world. The study design will help uncover much that is not known about the Qatar Airlines and the recruitment problems it faces. The case study research design will enable us understand the recruitment problems that Qatar Airlines go through and give a comprehensive contextual analysis of the limited number of conditions and events and their linkages. It will also enable the application of a number of methodologies and rely in a several sources to investigate the problem of the research (Baxter and Jack 2008). Case study research design will add strength on what is already known about the recruitment problems in Qatar Airways. It will give a comprehensive description of the recruitment problems at Qatar Airways. 4.2 Sample Size The study size of the study will be 50 interviewees. However, the data collection will be continued in case the saturation point is not achieved (Malterud, Siersma and Guassora 2016). The number of the interviewees may, therefore, go past 50 and even reach 100 interviewees. Based on the 50 interviewees, 5 of them will be from the Qatar Airways human resource team while 4.3 Target Population The target population for the study will be the Qatar Airways management, employees, and the people that have unsuccessfully attended their interviews. The management team to be selected for the study will mainly be those in the human resource management system. 5 of the interviewees will be from the Qatar Airways human resource management team, specifically those dealing with recruitment. 20 of the interviewees will be the Qatar airway employers while 25 of the interviewees will be the people who have unsuccessfully attended the airline interviews (Malterud, Siersma and Guassora 2016). 4.4 Sampling Procedure The study will use the purposive sampling procedure also known as subjective, selective, or judgment sampling (Palinkas et al. 2015). The sampling technique will rely on the researcher’s judgement of who is suitable to respond to the questions. The sampling procedure will save time and money thus enhancing efficiency. 4.5 Data Collection Data will be collected through indepth interviews. Questionnaire guide will be used to ask questions and the information recorded using a recorder. Focus group discussions might also be conducted for groups of not more than 7 people and the discussions recorded. 4.6 Data Analysis Data analysis will be conducted through content analysis. In explanation, the information recorded will be transcribed verbatim. Upon transcription, the transcripts will be coded and the thematic areas identified manually. 5.0 Timescale and Resource Plan for the Project 5.1 Timescale No. Activities TIME (Months) Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul 1. Problem Identification 2. Development of a Research Topic 3. Concept Note Formation and Defence 4. Proposal Development 5. Proposal Submission 6. Proposal Defence and Correction 7. Data Collection 8. Data Analysis 9. Thesis Writing 10. Thesis Submission 11. Thesis Defence and Correction 12. Graduation 5.2 Resource Plan Expenses Units Cost per Unit/ Month ($) Total Costs for 3 months ($) Notes Travel Pilot Study 1 400 400 Pilot Study Travel to and from field 1 400 400 Travel to and from the Area of Study Lodging in the field 1 1500 4500 Accommodation Commuting Costs 1 1000 3000 Field Visits Per diem 1 2000 6000 Personal Expenses Research Materials Research Permit 1 200 200 Research permit Refreshments for FGD 10 300 3000 In-Kind Services Meeting Room Rentals 10 70 700 For FGDs Printing and Photocopy 500 300 300 Instruments Stationery e.g. Paper, Pen, Flip Charts, Markers 1 300 300 Used for filling questionnaires and conducting FGD Miscellaneous 1 400 1200 Emergencies Total Expenses 20,000 5.0 Conclusion Qatar Airways is an airline that operates under the company name Qatar Airways. It is owned by the government of Qatar and its headquarter is located at Qatar Airways Tower in Doha. The airline has more than 180 aircrafts in total. Qatar Airways Group has more than 40,000 employees of whom 24,000 work directly for the Qatar Airways. Qatar Airways have won the award of “World’s Best Airline” four times with the most recent being in 2017 making it to be among the best airlines in the world. However, its recruitment processes are not one of the best since they are opaque. It has been alleged that the airline discriminates against the older groups, people with average looks, particular nationalities, and medical history. The goal of the study design is, therefore, to assert the truth in the allegations and issue suitable solutions to the recruitment problem witnessed in the airline based on the recruitment, selection, and retention theory. The study will use the case study research design to ensure an indepth study of Qatar recruitment processes. The sample size for the study will be 50 interviewees but the number might surpass if the saturation point is not met. 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