The International Air Transport Association

Running Head: HRM 0
GLOBAL HRM STRATEGIES

HRM 1
Table of Contents
Introduction................................................................................................................................2
Analysis of external environment and national culture..............................................................2
Recruitment and selection strategy............................................................................................6
Training and development strategy............................................................................................7
Employee participation and engagement strategy......................................................................9
Performance management strategy..........................................................................................10
Recommendations....................................................................................................................11
Conclusion................................................................................................................................13
References................................................................................................................................14

HRM 2
Introduction
In the airline sector, there is a rapid pace of change entails human resources professionals
possess the well leadership attributes on board and it also stimulates organisation to
strengthen its inner talent pipeline via holistic and very proficient talent managing practices
(Wahl, 2011). According the report by IATA (The International Air Transport Association),
the HR jobs and practices in the aviation industry getting more challenging with absence of
right skills levels and qualifications of employees (iata.org, 2018). It also leads the
organisation to focus on retailing current employees while attracting the interest of new
applicants in the industry so that to improve upon selection and improvement strategy,
training and performance management strategy and therefore, engage employees over the
long period of time. To understand practical implications of these management concepts,
Singapore Airline has been selected, flag carrier airline of Singapore.
Singapore Airline (SIA) was founded in 1947 and currently undertaking operations in more
than 32 countries on five continents. In relation with airline associated services, there are
more than 20 subsidiaries held by the Singapore Airlines Group whether counting for
passengers, planes or packages. The name of some of its well-known subsidiaries is SIA
Engineering Corporation, Scoot, SilkAir, Tradewinds Tours and Travel (singaporeair.com,
2019). The vision of the company is to offer air transport services of the greatest quality and
to exploit returns for the welfare of its employees and shareholders. The company also
endeavour for the utmost professional’s principles in their work and wish to be the best in all
they do and this can be seen through the airline listing in Forbes at #109 as world best
employer 2019 (forbes.com, 2019). At present, the airline has nearly 25,000 employees and
for FY2017/2018, SIA's group revenue upsurge by 6.3 per cent to S$15.8 billion, with
development seen in all business areas (Teng, 2018).
Analysis of external environment and national culture
The external environment of Singapore Airlines is highly competitive and using PESTLE
analysis, environmental forces such as political, societal, economic and so forth can be

HRM 3
extensively identified with showing the impact of same on the business operations of the
airlines –
PESTLE Analysis of Singapore Airlines
 Political Factors – The political factors have a great influence on the overall business
performance and decision making interference into a particular economy (Graham,
Harvey and Puri, 2015). Taking an example, Singapore airlines has taken away the
bid for getting a stake in the Air India by handling a severe upset to the privatisation
blow of India government and this makes political barrier for the operations of the
company (Reuters, 2018). According to the government, the airline has been criticized
by shareholders for trying to purchase money-losing carriers including Air New
Zealand and Air-India.
 Economic Factors – Considering economic factors, it generally includes taxation
policies, interest rate and foreign exchange rates. For instance, there is a drop of 59%
in net profit of Singapore airlines due to increasing in fuel prices and various analyst
also concerned due to airline pricing power low, mainly on short-haul area routes
(Tani, 2018). The management of Singapore Airlines also stated that costs continue
under pressure particularly from high prices of fuel. Hence, such economic factors
impact the airline industry in the long run and therefore influences the operations of
Singapore Airlines.
Econom
ic
Politic
al
Social Technologi
cal
Legal
Factors
Environme
ntal Factors