Often times, an organization will have trouble recruiting and retaining outstanding employees. Those who are able to do so gain a distinct competitive advantage over the firms who were unable to properly recruit. Additionally, efficient recruitment saves costs as the need to re-recruit and retrain an employee holds substantial costs compared to retaining an employee who has already been recruited. Recruiting the right people is a key managerial role, yet many agencies do not devote enough time to the recruitment process. This case analysis identifies Heidrick & Struggles International, Inc. in relation to the recruitment process and retaining of employees in order to have long-term success within the organization.
Unfortunately, these factors greatly increase the risk of another company emulating the strategies and core competencies of Southwest Airlines (Ross & Beath, 2007). Ross & Beath (2007) mention this threat in regards to JetBlue rapidly approaching innovative, low-cost operations. There is also not a clear sense of customer loyalty in this market, outside of frequent flyers seeking loyalty card perks. Overall, the biggest threat to Southwest is its competition.
Although Boeing commercial aircraft group will benefit from R&D spent in the defense group, it should at least match its pre-merger commitments to R&D because regaining technological leadership is more expensive than maintaining it. 3) Embark on new, riskier projects that will revolutionize the commercial aircraft industry, such as its aborted supersonic commercial jet. Besides sparking new demand and creating a new market, this project would also be a competitive weapon against Airbus’s entry into the jumbo jet market. 4) Although Boeing’s next CEO should be someone who has been created within the organization, the company should still strive to have more directors from the outside. The CEO should be and engineer who has grown to best understand the industry.
Companies that pretend to compete on the global area faced with the problem of new demand not on... ... middle of paper ... ...e loyal to the company and have less wish to change or quit their jobs or be redundant (R. Blundel, L. Dearden, C. Meghir and B. Sianesi, 1999). On the onther hand, from the point of view f the company, it considers that the fast and effective introducing of new technologies requires support of highly-qualified technical specialists. The existing skills of company’s workers show not only the type, variety and quality of the product itself but also task flexibility and speed of production(R. Blundel, L. Dearden, C. Meghir and B. Sianesi, 1999). If the level of manpower skill is low, it is found to negatively affect firm productivity, the types of machinery, the ways of usage of machinery, and introduction of new technology. There are strong links between human capital of workers and its innovative capacity (R. Blundel, L. Dearden, C. Meghir and B. Sianesi, 1999).
Bombardier demonstrates some of the pitfalls that can beset firms when implementing the change that results from the decision like the one Harley made. Change management is paramount to the success of the venture. Bombardier could have had a more efficient roll out if the management had been more effective. Likewise, Harley could have reached the same conclusion with fewer resources devoted to the process. Ultimately, a good decision, a great product and a well-managed implementation is useless unless the IT behind it is aligned with the needs of the business and the vested interest of all stakeholders.
Innovative modern companies have to undergo more change in terms of technology than mature product market-producing companies to remain spirited in their industry. However, there has been little effort to discern what dimensions of organizational culture relate to the implementation of such innovative or change programs (Detert, Schroeder, & Mauriel, 2000). It is known that incorporating healthy change can be positive if it leads to open discussion and debate. To overcome employees’ resistance to change, a business place or working place must educate and communicate with the people. Open minded participation is important as a company must build the support and commitment of its workforce.
Qantas is a commercial airline service, Australia’s largest airline and one of the world’s oldest airlines as they boast that their ‘people are the most important part of their business’. In today’s economy, the commercial airline service industry is exceedingly competitive, high in technology and safety-sensitive as we can see with many new low cost airlines upcoming as well as constant promotions by various airlines, which has impacted Qantas immensely. Due to these situations, Qantas has loss a significant amount of business causing many job losses as well as profit losses. In order to cut loses, Qantas has thought of undergoing downsizing in order to strengthen their business. Tony Sheldon, Transport Workers' Union national secretary had suggested that ‘at least’ 3000 jobs will be cut after reading reports within Qantas (Hall, 2014).
As a form of an end game for the company, it should ensure that it has acquired a huge market share while at the same time consider providing motivations for using their services or flying with their airlines. The notion of market attraction is actually a huge target market with very high development and real consumer needs (Tokhi, 2009, p.14). Therefore, cross-functional teams can be made as a way of ensuring that the employees are united. Identifying and Assessing Risks Classic Airlines should predict the market prospects and impending demand, evaluate the competitive scenery and client buying behaviors, as well as identify the present and future client needs keeping in mind that the employees also form the backbone of the company. Additionally, the company must be capable of forecasting the impending demand through the use of marketing research as an intermediary for evaluation (Dumbravă et.al, 2013, p.
To increase demand, the 777 would be the first fly-by-wire Boeing aircraft, a feature Boeing’s competitors already added to their aircraft. Boeing also made an effort to get their large customers involved in the design process from the beginning in an effort to increase its competitive advantage and long-term demand for the 777. As a cost saving measure, the design and manufacturing teams would work together to create a detailed simulation of the manufacturing process that would reduce the cost of “improvements” that were often made during manufacturing thereby reducing the overall manufacturing cost. Furthermore, Boeing would invest in more training for its engineers on the new CAD system. This new manufacturing process would lead to large capital outflows in the short-run.
This would be expansion and would also give Tim the chance to hire “enough staff of the right quality”, something he was previously worried about. However as I have said, de-layering should in the long term reduce costs and so increase chances of finance towards expansion. Another effect of de-layering is that it increases the decision making process and decreases the channels of communication. This means that as there are less people to go through and thusly less people to confirm what needs to happen with. Because of this efficiency should be improved within the business when orders are given.