HR Strategies and Concepts for British Airways

This report analyzes the HR strategies and concepts implemented by British Airways, including succession planning, recruitment and selection, and performance management. It also examines the impact of environmental factors on culture and HR plans, the HR model and value creation, job design strategies, hiring and firing strategies, and provides corporate examples of firms using HR practices. The report concludes with recommendations for employers within the company to ensure productive corporate scale expansion strategically.

HUMAN RESOURCES
MANAGEMENT

Contents
INTRODUCTION...............................................................................................................................3
HR strategies and concepts................................................................................................................3
Impact of environmental factors on culture and HR plans.................................................................4
HR Model and value creation............................................................................................................5
Storey’s 27 point of difference between HRM and Personnel Management......................................6
Job design strategies of company......................................................................................................7
Hiring and firing strategies of company............................................................................................8
Corporate examples of firms using HR Practices..............................................................................9
Recommendations.............................................................................................................................9
CONCLUSION..................................................................................................................................10
REFERENCES..................................................................................................................................10

INTRODUCTION
Human resources management can be understood as strategic approach for bringing
effective and varied efficient management among workforce, to bring on competitive
advantage rise variedly. In recent time, HR investments are rapidly rising for strengthening
company services advancing within business avenues diversely. For this report, British
Airways has been taken as company which is second largest UK based company based on
fleet size and passengers services. The report will analyse HR strategies and concept,
environmental factors bringing on impact among business operations widely and usage of HR
model for integrating value creation rise. Further, study will conduct research on Storeys 27
points of differences between HRM and personnel management for benchmarks rise
functionally. Research will examine focus on job design strategies adopted by company,
hiring strategies within HR practices for larger functional growth competitively for technical
productive growth. Study will further also examine in detail new recommendations, for
employers within company to ensure productive corporate scale expansion strategically.
HR strategies and concepts
British airways as one of the best company growing within aviation industry has been
significantly evolving to operatively expand HR strategies fundamentally, where recruitments
and concepts practical implementation plays most essential role. HR strategic concepts and
functional working dimensions further add on to fundamental scale rise profoundly, bring on
diverse range growth rise within corporate goodwill dimensions. This can be understood
there are varied new strategies and concepts, widely innovatively building functional rise
goals to recruit the best talent and hire larger scale functional goals (Harney and Collings,
2021).
• Succession planning: The strategy has integral role for passing on new opportunities
and leadership roles, often within company business operatives for larger functional goals
within new working aspects widely. Succession planning further opens up new working
opportunities among employees to be significantly motivated for new potentialities rise
functionally. This can be understood that British airways has been strategically building on
new platforms for connecting among workforce morale rise factors, and strengthen up key
working aspects innovatively based on long term working goals.
• Recruitment and selection: British Airways further significantly heads on profound
rise on recruitment and selection strategies, based on external sources rise and further

commercial expansion fundamentally for longer time period (Cunha and et.al,2020).Selection
of employees are done based on talented expertise factors, specific key working goals and
larger specific key fundamental working goals. This further heads on larger primitive focus
on strengthening higher range of connective diversity, motivation within workforce and also
to deliver strategic longer retention synergies.
• Performance management: This concept of strategic HRM is tool that enables
monitoring and evaluation of procedures actively, based on corporate functional standards
profoundly. It further exceeds on strong focus at British Airways to create environment
within company for strengthening larger scale rise profound working abilities based on
significant connective working goals. The role of performance management is also to
strengthen up key paradigms of untapped larger specific working operatives dynamically,
which up scales wider competent working scenarios (Lei, Khamkhoutlavong and Le, 2021).
Impact of environmental factors on culture and HR plans
Extrenal and internal business environment factors have significant rise on HR plans and
working enlarged productive goals for strengthened working rise functionally , where it has
impact on business culture and HR plans. British Airways further aims to strengthen HR
plans implementation by strengthening corporate functional factors diversely, further keenly
bring on productive factors on rise profoundly.
• With increasing dynamics in internal business factors and rapid changes on demand,
company aims to diversify work culture diversely and further also significantly bring the best
expertise within workforce scale. The increasing changes in work culture has also expanded
training and development investments, where company aims to evolve on best resources'
expansion strategically and also competently bring on rapid connective functional abilities
(Piwowar-Sulej, 2021). HR plans has been extending to bring on diverse new investments
pertained on for functional scale connective rise abilities, leveraging significant functional
abilities profoundly and build working domains actively.
• The increasing competitive factors has also enhanced functional working pace within
working growth HR priorities to evolve on dynamic competences, yield on towards
productive functional paradigms. British airways further aims to bring on creative working
standards, bring on brainstorming sessions for larger scenarios competitive growth factors in
action. Strategies and concepts are also being focused to head on vision oriented functional
parameters diversely, keeping up with quest paradigms dynamically for larger time factor.

Furthermore, demand of change within working operations, synchronize larger functional rise
productively and also strengthen up key working networks diversely based on long term
goals (Barba-Aragón and Jiménez-Jiménez, 2020).
• Furthermore, external changes in competitive industry also determines functional
scale corporate expansion based on affirmative long term goals practically and also invest to
operatively expand retention among employees diversely. British Airways has been
competently expanding platforms of motivation, strengthening key business frameworks and
investing on corporate working productivity for larger working growth. This can be also
analysed that company has also further diversified on new programmes or training,
investments expanded on commercial networks for larger significant time periods profoundly
based on wider goals.
From the above factors it can be understood that HR plans and strategies at British Airways,
has been evolving in recent time with fundamental corporate innovation and creative business
rise abilities profoundly for wider time goals. The HR department has been also enhanced
working practical engagement goals for technical rise productively, strengthen up work
diversification profoundly based on larger abilities (Aust, Matthews and Muller-Camen,
2020).
HR Model and value creation
HR model implementation plays significant role for further strengthening larger scale
working connectivity within business development rise functionally, which furthermore plays
significant role to generate long term value growth paradigms. Implementation of appropriate
HR model has strong role to further expand working networks connectively, bring on rapid
functional parameters and also enhance creative best operatives. British Airways aims to
invest on best HR model, for further technical productive engagement aspects vividly based
on larger functional working targets actively (Sardi and et.al, 2020).
• Harvard framework of HRM is one of the most innovative HR model comprising five
essential components, which strengthen core working elements of British Airways which are
recruitment, training and reward systems which lead to positive outcomes. It aims to create
value within HR business platforms by enhancing commitment and competence factors
diversely, work on strategically for significant functional rise abilities. This also includes key
benchmarks standards rise profoundly towards shaping innovative working ideologies, higher
quality growth domains and to strengthen up working culture. It can be understood that

Harvard model also has further developed company long term business positioning within
working culture aspects. British Airways has been further heading on value creation aspects
diversely, by integrating competent productive targets functionally for rapid growth
engagement among stakeholders (Five Recommendations For Human Resource
Management, 2020).
• HR model and further innovative aspects related to value creation, plays strong role
for further enhancing functional enhanced working synergies and also primitively bring on
working specifics rise innovatively. The company HR Plans have been shaped up stringently
wide to cope up with commercial working excellence goals , investing the best competent
productive resources dynamically for larger scale connective diversity scope. Implementation
of HR model furthermore opens up new working pace scenarios, for larger time period goals
profoundly and to yield on towards corporate functional paradigms dynamically. British
Airways as one of the most diversified brand within aviation industry, aims to further exceed
on commercial strengthened HR plans to bring on talented workforce within board and also
invest diversely.
From the above analysed aspects within HR model growth rise practically further opens up
new scope rise evolved on company business culture diversely, integrating Harvard Model
for primitive functional goals rise based on strategic convective rise (Aboramadan, 2020).
Storey’s 27 point of difference between HRM and Personnel Management
Basis Personnel Management Human Resource Development
Contract They work on the basis of things
that are decided and formed as per
contract (Ansari, Farrukh and Raza,
2021).
Focus of HR is not to work on the
basis of contract instead they
believe in going beyond it.
Rules Rules are made clear to them by
discussing mutually so that
employees or labour tend to work
under it.
If they have not set up rules or
someone is not following the set
up rules then they will get
impatient (Stewart and Brown,
2019).
Action They have to follow the procedures
that are set up by HR of company.
They work as per the needs and
wants of business.
Task Task can be done as per their They form the task as per the

behaviour and the right use of
practices or norms (Liu, Qingqing
and Liu, 2021).
mission and vision of company so
that they can achieve it easily.
Nature of
relations
Relations maintained by employees
with each other is on pluralist level.
Relation maintained by HR is
considered as whole which is also
referred as Unitarist.
Labour They have to monitor the work of
labour in order to keep it effective.
They have to nurture and cater as
per their needs so that they can
keep them motivated and
satisfied.
Job design strategies of company
Job Rotation-
This strategy of job design ensures that employees must move from job to job so that
they do not get bored out of their work and this can be done by performing different set of
tasks (Zaid, Jaaron and Bon, 2018). When an activity is no longer challenging the skills of
employees can put up to different task which will not let them lose their interest or
productivity. With that they will be able to participate in diversified activities through which
company will be able to adapt changes easily. There are some issues to it as it takes time to
adapt changes that comes through rotating in other areas (Guest, 2017).
Job Engineering-
This strategy evaluates and focuses on tasks that are about to be done, methods going
to use in it, management of workflow for it, standards maintained for it so that they do not
have to depend on machines (Ren, Tang and Jackson, 2018). Management at British Airways
complies with this force of strategy as they deal in technical and vast area because of which
they have to take control after studying and conducting the analysis of different areas. So that
each task can be performed with full focus and no errors. British Airways makes sure that
they have high performance and skilled employees so that they can help them to achieve their
goals and objectives (Peccei and Van De Voorde, 2019).
Job Enlargement-

This aspect focuses on those areas which states and assess the role played and task
performed by employee in one job. For instance, Pilot undergoes job enlargement when he or
she switches from flying to communicating and greeting the customers. This way they can
add more variety to their work which keeps it interesting. By having variety in their tasks
employees will not get bore from their work. In some cases, some members take over the
whole unit and their contribution is recognized by the company. Even employees feel better
from those tasks that utilizes their skills up to full extent in order to complete the task
(Amrutha and Geetha, 2020).
Hiring and firing strategies of company
Hiring Strategies
Advertising and Promotion-
When in the crucial need of talent recruitment British Airways considers this potion in
order to get the attention of people so that more talents have the idea about their vacant
operations and it can be applied. They take different strategies such as print media or
broadcasting through aviation schools so that they can find right skill for the job (Carnevale
and Hatak, 2020).
Social Media-
British Airways uses platforms such as LinkedIn, Indeed etc. in order to publish their
requirement for job so that they can list each and every requirement for the job. Through
LinkedIn they can source potential and specific candidates as per their years of experience,
skillset etc. which is way easier for them than advertisements. Other than this they also
promote their career and growth opportunities through social media channels so that they can
cover up audience on a large scale (Kianto, Sáenz and Aramburu, 2017).
Firing Strategies-
Notice Period-
It is clearly mentioned to employees of British Airways at the time of joining that in
the case if employee is not able to live up to their expectations then company will follow a
simple set of guidelines which will provide them a notice period of one month so that they

can find new job in that period of time and company serves the strategy of firing guided by
law (Brewster, 2017).
Decisive Action-
This step is usually difficult but HR of company has to take decisions that are best for
them. Apart from that HR of British Airways makes it sure to assess and make their exit is
done in compassionate and respectful manner so that relation between both of them is not
affected and no negative word of mouth is spread against them (Pucik, Evans and Björkman,
2017).
Corporate examples of firms using HR Practices
Fedex-
As per the view of (Delery and Roumpi, 2017) success hold by company has been for
over a large period of time. They work on the practice of People Service Profit. Due to their
right practices of HR they have been able to balance issues in the community.
Oxfam-
In accordance with (Strohmeier, 2020) management of company considers that future
of HR is to form alliances, train people on the same approach they work so that they continue
to make an impact in market.
Sainsbury-
According to (Boon, Den Hartog and Lepak, 2019) it is because of their innovative
practices of HR that they are able to generate even in highly competitive market and less
margin portfolio. Strategy used by them is to make sure that they focus on needs of people
and bring innovative ideas on the basis of that.
Recommendations
HR practices are important areas for business which involves policies, systems that
influences the behaviour of employees. In order to make sure that British Airways is able to
maximize their performance they will have to fulfil these form of requirements. Then only
they will be able to keep the performance of operations sustained. British Airways will have
to make sure that in order to get high performance standards from employees they will have
to align their processes and practices used with the path to their factors of motivation and
satisfaction which will help them to be more productive. They will also be able to gain more

competitive advantage through which they will be able to improve their targets. There are
different areas such as technology, finances, marketing, transportation and logistics and by
effective practices HR guides them all which keeps the work of employees in track. In order
for managers of HR to succeed and enhance the performance of business they need to make
sure that the practices used by them are developed with time so that they can guide their
members of team in the right direction. British Airways needs to make sure that the practices
designed by their management must be appropriate to the environment they deal in. they have
to make sure that the key aspects of their practises build ensures to focus on building of
capabilities that enhances growth opportunities for business, keeps the employees satisfied
and providing satisfaction to their stakeholders as well as employees. All this needs to be
done with right set of skills so that work done is efficient. British Airways needs to set the
practices of HR in a positive manner so that they can enhance the well-being of employees.
This way they will also be able to find ways through which they will be able to make their
work sustainable in order to overcome challenges of external market. With the help of this
employees will be able to improve off their quality through which they will be able to form
up the processes that helps them to work through and enhance the organizational performance
of company.
CONCLUSION
From the above studies it can be concluded that HR of British Airways needs to make sure
employees are working with the right practices so that they can work efficiently and
effectively by providing optimum level of satisfaction to their customers. In order to deal
with the challenges, they need to design the job in such a way which keeps it interesting for
employees so that they can retain them and through that maintain the flow of their work.
They need to hire employees by using right tools so that they get best talents to work with
and in case of firing them follow all the guidelines and complete the task in a respectful and
compassionate manner.

REFERENCES
Books and Journals
Aboramadan, M., 2020. The effect of green HRM on employee green behaviors in higher
education: the mediating mechanism of green work engagement. International
Journal of Organizational Analysis.
Amrutha, V.N. and Geetha, S.N., 2020. A systematic review on green human resource
management: Implications for social sustainability. Journal of Cleaner Production,
247, p.119131.
Ansari, N.Y., Farrukh, M. and Raza, A., 2021. Green human resource management and
employees pro‐environmental behaviours: Examining the underlying mechanism.
Corporate Social Responsibility and Environmental Management, 28(1), pp.229-
238.
Aust, I., Matthews, B. and Muller-Camen, M., 2020. Common Good HRM: A paradigm shift
in Sustainable HRM?. Human Resource Management Review. 30(3). p.100705.
Barba-Aragón, M. I. and Jiménez-Jiménez, D., 2020. HRM and radical innovation: A dual
approach with exploration as a mediator. European Management Journal, 38(5),
pp.791-803.
Boon, C., Den Hartog, D.N. and Lepak, D.P., 2019. A systematic review of human resource
management systems and their measurement. Journal of management, 45(6),
pp.2498-2537.
Brewster, C., 2017. The integration of human resource management and corporate strategy.
Policy and practice in European human resource management, pp.22-35.
Carnevale, J.B. and Hatak, I., 2020. Employee adjustment and well-being in the era of
COVID-19: Implications for human resource management. Journal of Business
Research, 116, pp.183-187.
Cunha, M.P.,and et.al, 2020. Strategic agility through improvisational capabilities:
Implications for a paradox-sensitive HRM. Human Resource Management
Review, 30(1), p.100695.
Delery, J.E. and Roumpi, D., 2017. Strategic human resource management, human capital
and competitive advantage: is the field going in circles?. Human Resource
Management Journal, 27(1), pp.1-21.
Guest, D.E., 2017. Human resource management and employee well‐being: Towards a new
analytic framework. Human resource management journal, 27(1), pp.22-38.
Harney, B. and Collings, D. G., 2021. Navigating the shifting landscapes of HRM. Human
Resource Management Review, p.100824.
Kianto, A., Sáenz, J. and Aramburu, N., 2017. Knowledge-based human resource
management practices, intellectual capital and innovation. Journal of Business
Research, 81, pp.11-20.

Lei, H., Khamkhoutlavong, M. and Le, P. B., 2021. Fostering exploitative and exploratory
innovation through HRM practices and knowledge management capability: the
moderating effect of knowledge-centered culture. Journal of Knowledge
Management.
Liu, P., Qingqing, W. and Liu, W., 2021. Enterprise human resource management platform
based on FPGA and data mining. Microprocessors and Microsystems, 80,
p.103330.
Peccei, R. and Van De Voorde, K., 2019. Human resource management–well‐being–
performance research revisited: Past, present, and future. Human Resource
Management Journal, 29(4), pp.539-563.
Piwowar-Sulej, K., 2021. Human resources development as an element of sustainable HRM–
with the focus on production engineers. Journal of Cleaner Production. 278.
p.124008.
Pucik, V., Evans, P. and Björkman, I., 2017. The global challenge: International human
resource management.
Ren, S., Tang, G. and Jackson, S.E., 2018. Green human resource management research in
emergence: A review and future directions. Asia Pacific Journal of Management, 35(3),
pp.769-803.
Sardi, A., and et.al, 2020. The role of HRM in the innovation of performance measurement and
management systems: a multiple case study in SMEs. Employee Relations: The International Journal.
Stewart, G.L. and Brown, K.G., 2019. Human resource management. John Wiley & Sons.
Strohmeier, S., 2020. Digital human resource management: A conceptual clarification.
German Journal of Human Resource Management, 34(3), pp.345-365.
Zaid, A.A., Jaaron, A.A. and Bon, A.T., 2018. The impact of green human resource
management and green supply chain management practices on sustainable
performance: An empirical study. Journal of cleaner production, 204, pp.965-979.
Online
Five Recommendations For Human Resource Management. 2020. [Online]. Available
Through :<https://www.forbes.com/sites/forbesbusinesscouncil/2020/02/03/five-
recommendations-for-human-resource-management/?sh=66273c5a39ed>