HR In Oceatic Airways

8/7/2019 HR In Oceatic Airways

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INTRODUCTION

Oceatic Airways was established in 1948 by M.Sayid, originally

named as International Airways Ltd.

Oceatic Airways enjoyed a monopolistic environment in the

aviation industry. It was the only airline that served both domestic and international

routes.

It is a major airlines of the developing world with a fleet size of

over 50 aircraft and employee strength of more than 18,000.


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CONTD.

Oceatic Airways was one of the biggest corporations in Asia in

1997. It was the first airline in the region to operate scheduled

helicopter services

In 1991, two private airlines SAI and AA were launched intomarket.

Hence encouraged non air travellers and demand was fullfilled

The biggest challenge for durrani was to turn the demand into

profits and change the quality image of the organisation


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HRM SYSTEMS

RECRUITMENT

Done as per the vacancies by respective departmental heads

Employment section advertised the required profiles of job

Final decision was done by selection board

Foreign qualified candidates were directly in pay group

Recruitment was influenced by political leaders

Select in batches ,train at Oceatic training center and then appoint

in various departments


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TRAINING

Asked employee to participate in the training program provided by

the Co.

Imparted training to freshers for about 20 weeks

Trainees need to sign a bond after completion of taining-Notapplicable to administration , refresher/professional

Training need analysis as there was no relation between job and

training


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PERFORMANCEAPPRAISAL

Represented by bell curve

Evaluated by immediate supervisior(reporting officer) and next

supervisior(finalizing officer)

Evaluated by form EAF-2 consists of 6 parts There was a chaos as there was no certainity who is going to

evaluate them


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PROMOTION

Based on ability not on seniority

Depends on nature of contract with the resp. employee and job

position

Acc. to vacancies available Had a tall organizational structure rather a pyramidal


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PROBLEMS

Stiffer domestic and global competition

Expected hike of fuel price

Loss of company brand image and reputation

Operational inefficiencies plunging company profits Heavy loss of money around $4 billion

Tall organization structure


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PROBLEMS

HR Function Problems

Recruitment

Political Influence on hiring decision

Inappropriate allocation of new recruits

Training

Lack of focused induction level trainingLack of need analysis for training

Inadequate training infrastructure

Supervisors disapproval to relieve subordinates for training

Performance

Appraisal

Lack of merit based evaluation

Lack of understanding of the bell curve and unclear appraisal

Very little feedback during the year

Appraiser doesnt measure performance against objective s of

the organization

Promotion

Merit is not the criterion for promotion

Minimum period of five years for eligibility of next promotion


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STRENGTHS

Oceatic airways had successfully established astrong brand recognition.

Five decades of enjoying monopolistic power.

Fleet size of over 50 aircraft and employee strengthmore than 18000.

Oceatic airways travels to over 100 destinations(including international and domestic), spread over

four continent. Oceatic airways continues to be one of the largest

public sector companies in the country, with officesin all major international cities around the world.


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STRENGTHS

First airline in the Asia region to operate helicopterservices.

First airline to induct the new technology superiorB

oeing 737-300 aircraft. Oceatic airline was ranked a 3-star airline according

to Skytrax.

Oceatic airways showed the better result was the seat

utilization factor. From the point of view of its employee, the company

offers some relaxation on grading to the dependent.


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WEAKNESSES

Poor recruitment system.

Operational inefficiency.

Lack of motivation.

Work environment was non conductive.

Job dissatisfaction.

Inefficient induction process, meeting different departmental

requirement.

Lack of coordination .

From the point of view of the company, the company

compromises with the talent by offering relaxation on grading

to the dependent of deceased/retired/ serving of employees.


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WEAKNESSES

In the absence of a proper system to forecast HR needs, the

number of people hired was always different from the actual

required.

Mismatch between training and job requirement. Each subordinate was reporting to multiple bosses.

Lack of understanding of the bell curve and unclear appraisal

forms.

Organization structure was balloon type structure. Jobs are not clearly explained by supervisors


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OPPORTUNITIES

Monopolistic environment.

Leverage on its strong brand recognition.

An increase in demand for air travel across theglobe.

Government providing more incentives to attract

greater investments. Induction of new technology.


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POSSIBLE ALTERNATIVES

Promotion should be based on the basis of

performance than on seniority.

Can cater to the needs of price sensitive airtravelers

Should try to decrease political interference in

recruitment.


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Documents

HR In Oceatic Airways