Report on HR Challenges and Solutions for Flyhigh Airlines

This report examines the human resource challenges faced by Flyhigh Airlines, a low-cost airline, focusing on issues such as high employee turnover, improper workforce planning, discriminatory recruitment practices, and inadequate wage structures. The report, written from the perspective of a newly appointed HR head, identifies the need for change within the organization and proposes solutions to address these problems. These solutions include implementing non-discriminatory recruitment processes, improving workforce planning, and establishing a formalized wage structure to boost employee morale and reduce turnover. Additionally, the report includes a sample job advertisement for junior cabin crew members, outlining requirements, responsibilities, salary, and career prospects, reflecting the airline's efforts to address its staffing needs and improve its HR practices. The conclusion emphasizes the importance of effective HR management for the airline's success and profitability.

Managing Human Resource
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TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
a. The need for change on different HR issues and content designed to overcome any
resistance to change.....................................................................................................................3
b. Job advertisement.....................................................................................................................5
CONCLUSION................................................................................................................................8
REFERENCES..............................................................................................................................10
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INTRODUCTION
In order to succeed in accomplishing the goals and objectives, it is constitutional for the
administration to manage their manpower within the enterprise (Ulrich, 2013). As, managing
human resource is well-advised as a important function of establishment that include measuring
the demand as well as supply of manpower in the firm so that they can manage the adequate
manpower within the organization. In addition to this, in the modern situation continual change
in the working class market as well as accelerative demand of proficient and competent
workforce has centred in managing the talented human resource within the organization. The
present report based on case scenario of Flyhigh small low cost airlines as the company faces
various HS issues that overall impact their performance.
TASK 1
a. The need for change on different HR issues and content designed to overcome any resistance
to change
From the above case scenario of Flyhigh airline it has been assessed that low budget
airline is facing HR issues related with managing people that consequently results in enabling
high employee turnover especially his senior management team (Gatewood, Feild and Barrick,
2010). The decisions within the company is mainly taken by managing director Muhammad
Saleem that owns around 51% of share. The company mainly concentrate on expanding their
business plan as well as their operations that lead to underperformance of their staff and
employees. Therefore, the airline recruit new HR head that would support in addressing the key
issues and problem (Armstrong, 2014). Through hiring HR head they come to know about
various HR issues related with improper workforce planning, engaging in tribunal cases due to
discrimination and irregularities within the recruitment and selection process, it has also
determine that airline company do not focus on formalized wage structure for their staff
members, crew members that results in lowering their morale that further lead to high rate of
employee turnover (Harzing and Pinnington, 2010). Furthermore, the company also have some
dissatisfied staff that results in accusing that management also engage in the favouritism and
biasses activities as most of the top position within the airline is owned by their family member.
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Therefore, through addressing the different HR issues newly HR head would focuses on
performing their job in the effective manner (Price, 2011). Thus, the HR head would also engage
in preparing the memo for their internal staff and employees that results in presenting the need of
change for the staff so that they can overcome HR issues. From the case study several HR issues
has been stated that is related with irregularities and discrimination practices within the airline
recruitment and selection process. Another HR issues that Flyhigh airline faces is related with
improper workforce planning as the airline focuses on expansion plans they requires huge
workforce so that they can meet the needs of different segment customers (Marvel, 2012). The
airline is also semi-unionised with the different aircrew that are members of UNITE as well as
pilots that are described by BALPA. Therefore, improper workforce planning within the airline
lead to poor reputation of firm in managing their workforce. Moreover, the lastly identified HR
issue that need to be amend by the newly appointed HR head within Flyhigh is related with wage
structure. The airline has no formalised wage patterns that results in lowering the morale of their
employees and crew members of airline that further results in enabling high turnover rate among
them (Ngo, Lau and Foley, 2008). These are the common HR issues that Flyhigh low budget
airline faces that results in enabling poor reputation within the aviation industry.
Thus, in order to overcome all the HR issues and keep employees on their side it is
essential for HR head to focus on required and need of change within their airline. Presenting
need for change will support the staff and employees to resist the change. In order to overcome
the HR issues related with the irregularities and discrimination practices within the recruitment
and selection procedure (Furtmueller, Wilderom and Tate, 2011). It is essential for the HR head
to focus on different strategies as well as HR head would ensure proper monitoring of the
recruitment and selection procedure so that management or team conducting the process may not
engage in any kind of discriminatory and irregularities practices. In addition to this, HR head
would also implement certain legislation within their systems so that staff conducting
recruitment and selection must engage in the effective services as well as selection of competent
personnel within the airline (Costen, 2012). For instance; Flyhigh airline must also implement
Equality act as well as the Sex Discrimination act within their operations and activities so that
they can easily avoid and overcome the irregularities and discriminatory practices from the
procedures. Equality Act was framed by the UK government that was enforced on 1st October
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2010. The act commonly focuses on protecting the favouritism as well as also ensure equality at
the workplace among male and female candidate or on the ground of religion, pay and age
(Bloom and Van Reenen, 2011). This legal document forbid the social control practices at the
workplace and assure providing equivalent opportunities to every candidate who apply for the
vacant post within the airline company.
In addition to this, another HR issue that is faced within the airline includes issues related
with workforce planning as airline company is incompetent in managing their workforce that
results in enabling poor performance of the organization in the aviation. Therefore, in order to
overcome this HR issue newly appointed HR head must focuses on enabling proper steps for
planning and managing the workforce that is firstly they must determine the current level of
manpower within the organization so that they can employ or deploy the manpower in order to
match the future manpower requirement (Tomé, 2011). Another step within the workforce
planning is to forecast or predict the demand and supply of manpower from the organization so
that Flyhigh airline can easily manage their workforce and reduce the employee turnover.
Another HR issue that is to be overcome by the HR head of Flyhigh is related with the
high rate of employee turnover due to the low morale of the employee and staff within the airline
(Sun, Aryee and Law, 2007). As per the case scenario the airline does not have formalised wage
structure for the airline staff and air crew members that lead to lower the morale employees.
Furthermore, the airline also not engaged in providing the reward system to their employees that
lead to reduce the productivity of staff from the organization. This, HR head need to change the
wage structure and devise the formalised compensation structure for their staff and employees so
that they may get adequate wage or remuneration for rendering services (Shackleton, 2015). This
change in wage structure must be incorporated with the proper communication network so that
staff may easily come to know about the change within structure.
b. Job advertisement
Now hiring- junior cabin crew members
Flyhigh is a low cost airline company and now hiring for junior cabin crew member at a whole
new level. If interested candidates can apply by matching the requirements.
Requirements  Female and male aged between 20 and 35 years.
 Minimum height-
female- 160cm
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male-170cm
 Dress code- Smart Casuals (Female to come in knee length
skirt ONLY and full make up)
(Male to come in Formal suit)
Responsibility Attending a pre flight briefing during which
the air cabin crew are assigned their work.
Welcoming passengers on the board and give
direction to them for their seats.
Informing passengers of the aircraft safety
procedures and ensuring that their luggage is
secure in the flight.
Checking all the seat belts and galleys that
they are on secure points or not.
Making announcement on the behalf of the
pilot and answering the problems of the
passengers.
Serving meals and refreshment to the
passengers.
Selling duty free goods.
Reassuring passengers that they need to
follow all the safety procedures.
Salary Without experienced candidates-
Basic salary- £15000
Additional Allowances- £ 2000
For experienced candidates-
 Basic salary- £ 20000
 Additional Allowances- £ 4000
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Working hours Work shifts are usually irregular and unsocial
hours.
Working early morning, through night.
No holidays on weekend and public holidays.
Part-time opportunities are available but
involves unsocial hours.
Qualifications A degree or HND.
Foundation and post graduation is not
required for entry work.
Good secondary education requiring A and B
grades in maths and English.
Able to speak other languages than English.
Good hearing and eyesight, although glasses
and contact lenses are allowed.
Medical examination is done.
Study a degree in one of the following-
Languages
hospitality management
Leisure and tourism, management
travel
Skills Communication skills
exceptional customer service
high level of confidence
commercial awareness and sales skills
ability to do work quickly
capacity to work in a confined space
ability to diffuse the adverse situation quickly
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and calmly.
Work experience Part time or temporary work in consumer
services will also be useful
experience of working in any airline
Career prospects Promotion will be based on the working
performance
management responsibility of the first or
business class can also be given
some cabin crew can also be moved to
become VVIP cabin crew
Ground base operation also can be given to
the cabin crew members
cabin crew members can also have to
progressed to marketing, sales, HR and safety
training.
Professional development Airlines provides its own training programme
to the new entrants-
Assertiveness
cultural awareness
currency exchange
food operations
galley management
personal grooming
product knowledge
custom and immigration regulations
passenger care and customer relations
basic training regarding treating customers
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CONCLUSION
From the above report it can be summarizes that managing human resource within the
organization is consider as vital function of the management as through managing the resources
they can easily renders the adequate and proper services to different requirement customers and
passengers within the airline. Furthermore, the report has also summarizes that Flyhigh airline
possess key HR issues that need to be amend in order to manage the external environment
change and also reduces the employee turnover. Lastly, it has also presented the certain benefit
of the changes that it bring within the company and their profitability ratio so that managing
director can easily convince the shareholder in investing their money in purchasing their shares.
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REFERENCES
Books and Journals
Armstrong, P., 2014. Limits and possibilities for HRM in an age of management
accountancy. New Perspectives On Human Resource Management op. cit. At, pp.154-166.
Bloom, N. and Van Reenen, J., 2011. Human resource management and productivity. Handbook
of labor economics. 4. pp.1697-1767.
Costen, W. M., 2012. Recruitment and Selection. The Encyclopedia of Human Resource
Management: Short Entries. pp.379-387.
Furtmueller, E., Wilderom, C. and Tate, M., 2011. Managing recruitment and selection in the
digital age: e-HRM and resumes. Human Systems Management. 30(4). pp.243-259.
Gatewood, R., Feild, H. and Barrick, M., 2010. Human resource selection. Cengage Learning.
Harzing, A. W. and Pinnington, A., 2010. International human resource management. Sage.
Marvel, R. M., 2012. Encyclopedia of New Venture Management. SAGE Publications.
Ngo, H. Y., Lau, C. M. and Foley, S., 2008. Strategic human resource management, firm
performance, and employee relations climate in China.Human Resource Management.
47(1). pp.73-90.
Price. A., 2011. Human resource management 4th edition. Cengage Learning.
Pulakos., E.D., 2009. Performance Management. U.K.: Blackwell Publishing.
Shackleton, V., 2015. Recruitment and selection. Elements of Applied Psychology. 1(12).
pp.153.
Sun, L. Y., Aryee, S. and Law, K. S., 2007. High-performance human resource practices,
citizenship behavior, and organizational performance: A relational perspective. Academy
of Management Journal. 50(3). pp 558-577.
Tomé, E., 2011. Human resource development in the knowledge based and services driven
economy: An introduction. Journal of European Industrial Training. 35(6). pp.524–539.
Ulrich, D., 2013. Human resource champions: The next agenda for adding value and delivering
results. Harvard Business Press.
Online
The need of rigorous strategic workforce planning in today's volatile environment. 2011.
[Online]. Available through:
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<http://www.mercer.com/content/dam/mercer/attachments/asia-pacific/asia/HC-
StrategicWorkforcePlanning-Mercer-2011.pdf>. [Accessed on 9th May 2016].
Why implement workforce planning. 2012. [Online]. Available through:
<http://www.dhs.vic.gov.au/funded-agency-channel/management-toolkit/workforce/
planning/benefits>. [Accessed on 9th May 2016].
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