SEO Case Study: How I Increased SEO Traffic & Ranking by 50-60% in 6 Months
Case study presentation
1. RECRUITMENT ISSUES AT OZ INTERNATIONAL
Session 7
QUESTIONS Case Study - Presentation
a) Which manager(s) do you agree with and which do you
disagree with? Why?
b) Identify the various stakeholders involved and their likely
stances.
G7
Navin
Ashna
Alvin
Michael
Saleshni
Vasitia
Sandeep
2. Agenda
• Intro - Navin
• Oz international Background - Sandeep
• G7 perception of the case study - Saleshni
– Issues at hand
– HR concerns
– The direction forward
• Requirement Process – Ashna / Va
• Training & Development - Mike
• Summary / our response - Alvin
• Reference
• Question
G7 2
3. Oz International Background
• What is OZ International
• Who is who
- Kieran Mathesion (Managing Director)
- Stan Vines (Marketing Manager)
- Bill Armstrong (Operation Managers)
- Linda Church (Human Resources Manager)
G7 3
4. Important dialogs of the case study
Kieran Mathieson – “We need to change” “We have a problem and
we have to do something. We are losing market share and money.
There is also a matter of cost”
Stan Vines – he was worried about “we are losing market share.
The competition is killing us”
Bill Armstrong – He agreed with Stan and said “Our present cabin
crew are not with-it, they are too old. They don’t present modern
image. Its no wonder we cant compete with Virgin and Singapore”
Linda Church – She disagree with Bill and Stan and argued “That
this sorry state of affairs is a reflection of our bad management”
She also argued about the union that Union will not accept to
change cabin crew on the basis of Age Discrimination
G7 4
5. Our perception of case study
• Issues at hand
Losing Market Share / competition is killing them
Safe but boring
Not service orientated / not competitive
Ageing staff / they don’t present a modern image
Customer Service Survey – cabin crew complaints top of the
list
Low staff moral
Reflection of bad management
High salary cost
G7 5
6. Our perception of case study cont.
• HR Concerns
Changing aging staff – age discrimination
Trade Union
Comparison of Singapore Airline icon – (Marketing concept –
Singapore Girl, can be criticised as being Sexist
Recruitment
G7 6
7. Our perception of case study cont.
• The direction forward
Recruitment
clear and concise recruitment process
To be Australianness – Young, Confident, Progressive
Communicate cultural diversity
Aim to be the fasted growing, most profitable airline in Asiapac region
Define the type of people they need
Need people who are motivated
G7 7
8. Recruitment Process
• The process and it’s importance
Strategic Recruitment: Linking recruiting activities
to the organisation’s strategic business
objectives and culture.
Recruitment: The process of seeking and
attracting a pool of qualified applicants from
which candidates for job vacancies can be
selected.
G7 8
10. Training & Development
• It’s importance
Optimum Utilization of Human Resources
Development of Human Resources
• The Training and development process
– HRD can be a platform for organisational transformation and renewal:
Implementing a new policy
Implementing a strategy
Effecting organisational or cultural change
Changing an organisation’s culture
Meeting a major change in the external environment or solving particular problems.
• It is essential to consider:
the scope of training programs
training beyond just the immediate job requirements
a systematic approach to training and development, including
G7 • assessment
• activity 10
• evaluation.
12. Training & Development
• Some reasons for the absence of strategic human resource
development
Organisations lack or have ill-defined strategic objectives.
Top management views training and development as a necessary
evil.
Organisations neglect long-term considerations.
Organisations do not analyse training and development needs.
Evaluation of training is ignored.
G7 12
14. Summary
We agree that in line with the leading airlines of the world, the
cabin crew need to be attractive, cheerful and dynamic. Customer
service is of the utmost importance in any service industry.
Oz International firstly needs to improve and lift their service
standards to a level higher than that offered by their competitors to
attract their customers back to their airlines for eg. Singapore
Airlines, Emirate Airlines, Quantas, American Airlines, etc.
The Age Discrimination Act 2004 Australia forbids discrimination of
any kind based on age. In this regards, mutual discussion with the
various stakeholders need to be initiated to bring about the
necessary changes legally.
Oz International to develop their corporate image in conjunction
with the relevant stakeholders, for eg. Singapore Airlines CI is the
“Singapore Girl”.
G7 14
15. Summary
Singapore Airlines' hospitality and cabin service has been recognized
with awards from magazines, travel and tourism industries, including
the 'World's Best Cabin Crew Service' by the Business Traveller Asia-
Pacific Awards for 17 consecutive years.
G7 http://www.singaporeair.com/en_UK/about-us/
15
16. Summary cont.
Older cabin crew could, on the grounds of passenger safety, be
redeployed (gradually) to other areas within the company and
replaced with younger cabin crew. Presentation of the cabin crew
to be spot on.
Air Pacific was taken to Court in 2005 by the Fiji Transport Workers
Union over the Compulsory Retirement Age of 45 and staff been
dismissed on being overweight. In a “mutual” agreement with the
union, the compulsory retirement age of 45 was removed for staff
at all levels from the collective agreements.
More detailed research techniques need to be employed to
specifically iron out the root cause of their problems. Is it just
customer service, communication issues or management
techniques?
G7 16
17. Other stakeholders
Employees (informal leaders)
Trade Union(s)
All Senior Managers (including Financial Controller and Manager
Legal)
Recruitment Agency
Marketing Agency
Research Agency
Board of Oz International/ or owner(s)
PR Agency
G7 17
18. References
Textbook – Stone, R.J., Managing Human Resources
, Third Edition
PPT Presentation – Stone, Chapter 6
Questions?
Thank You
G7 18
Notas del editor
So we are all agreed’, said Kieran Mathieson, managing director of Oz International. ‘We need to change.’Stan Vines, marketing manager, leant forward. ‘Kieran, it is imperative. We are losing market share. The competition is killing us. We are seen as a safe but boring way to fly. Our in-flight service at best is average and our crew are seen as surly and not service-oriented. We are just not competitive.’‘I agree with Stan’, growled Bill Armstrong, operations manager. ‘Our present cabin crew are not with it — they’re too old. They don’t present a modern image. We need people who are young, attractive, cheerful and dynamic. It’s no wonder we can’t compete with Virgin and Singapore. Their crews are attractive, cheerful and service-oriented. As a passenger, you get greeted with a smile, not a snarl. If we are going to turn around this airline, we need to do something. Our recent customer service survey shows that surly cabin crew top the list of passenger complaints. One passenger, for example, says that our flight attendants are the most arrogant and unhelpful she has ever experienced. Let’s face it — service on our flights is almost non-existent.’‘It seems to me’, snapped Linda Church, HR manager, ‘that this sorry state of affairs is a reflection of our bad management. Our staff morale is at all all-time low and we will be treading into a legal minefield if we attempt to bias our recruitment toward younger workers. Surely, you are all aware of what happened to Virgin Blue — eight women aged over 35 years were successful in their claim for age discrimination, even though the Queensland Anti-Discrimination Tribunal accepted that the behavioural competencies used by the selection process were fair’. ‘What were they?’ asked Kieran. ‘Assertiveness, teamwork, communication and “Virgin flair”.’157‘For heaven’s sake, Linda. We’re trying to run a business, not a social welfare organisation. Surely there must be a way around such problems. Face reality, passengers prefer to be served by young, attractive cabin crew. Our competition realises it. Listen to this. This is what Malaysia Airlines corporate services senior general manager, Mohammadon Abdullah, was reported as saying in the press: “Customers prefer to be served by young, demure and pretty stewardesses, especially Asian ladies.”158 Who wants to be served by a grumpy bunch of ageing couch potatoes and old boilers?’Do you think age is a valid recruitment issue for flight attendants?‘I can’t believe you said that!’ snapped Linda. ‘What you are saying is so blatantly discriminatory that it is not funny.’It’s not just me, Linda. Look at this newspaper clipping. The writer makes it clear what passengers want.’‘What does it say?’ questioned Kieran.‘To quote’, smiled Bill, “a charming face with a captivating smile has a more positive impact than a wrinkled face with a forced smile”.‘Really, Bill, you are being ridiculous’, sighed Linda.Kieran interrupted them. ‘Please, let’s remain focused. We have a problem and we have to do something. We are losing market share and money. There is also the matter of cost. Our cabin crew are the most expensive in the industry. We can’t continue with the old ways or we will be out of business. Now, what do you suggest?’‘Hire all new cabin crew at lower pay rates’, enthused Stan.‘The union will not accept that’, snapped Linda.‘What do you mean!’ retorted Stan. ‘Qantas have done just that. Their long haul flight attendants have accepted guaranteed wages and conditions for existing staff. In return, the union has agreed to new staff being hired on lower pay.’159‘I’m prepared to explore the option, Stan, but it seems to me that Linda has raised some valid objections’, responded Kieran. ‘Linda?’ questioned Kieran.‘Alright, I’ll go along with the exercise. But first we need to clearly define the type of people we need.’‘If our aim is to be the fastest-growing, most profitable airline in the Asia–Pacific region, that means we need people who are motivated and have a strong service orientation. They must fit with our image as a young, dynamic, “with it” Australian airline that has an international outlook and is going places’, said Stan.‘So, we are the young, confident, progressive airline that proclaims its “Australianness” but at the same time communicates its cultural diversity’, said Kieran. ‘Mmm, sounds interesting. You three get together and articulate the specific qualities we should look for and identify where we are going to find such people.’Discussion questions1. As a class, critically review the points raised. Which manager(s) do you agree with and which do you disagree with? Why?2. Identify the various stakeholders involved and their likely stances.ExerciseForm into groups of four to six. Imagine you are Oz Internationals’ executive team.(a) Define the experience, qualifications, know-how, personal qualities and any special requirements for the new cabin crew to be recruited.(b) Outline the recruiting action you plan to take to attract a pool of suitably qualified applicants. Use the recruitment grid shown below to illustrate your action plan.(Stone, Raymond. Managing Human Resources, 3rd Edition. John Wiley & Sons Australia, pp. 227 - 229). <vbk:9781742164731#outline(11.7.5.1)>
Recruitment : This is used today to bring about strategic and cultural change. An organisation must attract qualified candidates if it is to survive and grow.
Before the Graph:Management must anticipate changes in the organisation environment to ensure that people who are recruited have the unique skills/abilities, the know—how and values required by the organisation’s strategic business objectives. Strategic Recruitment does this by linking recruiting activities to the organisation’s business objectives and culture.Successful recruiting means clearly outlining each job, which involves job analysis . Products of job analysis are the job description (which highlights duties and responsibilities, relationships, required knowledge, authority, accountability. The job or person specification which identifies the job’s human requirements in terms of experience, qualifications, skills, abilities, personal qualities and knowledge
