Human Resource Strategy For Singapore Airline
1. Introduction
Singapore Airline was founded in the year 1972. It started as only a regional air carrier but is now a well-respected global airline operating the youngest fleet in the world. Singapore Airline’s mission is to provide the highest quality of air transportation services to its customers and to maximise returns to its shareholders (Singapore Airlines, 2014). The company has its hub in Changi Airport with a great presence in East Asia, Southeast Asia, and South Asia markets. Since its formation in year 1972, Singapore Airline controlled a modest fleet of around 10 aircrafts to 22 cities in 18 countries (Singapore Airlines, 2014). In order for Singapore Airline to be true to its mission, it has to employ the right business strategy to hire high-quality staff who can consistently deliver high quality services to its customers. The strategy needs to ensure that the employees’ efforts give the company a sustainable competitive advantage. What follows then is a need for a sound human resource strategy for Singapore Airline to achieve its stated business objectives.
2. Human Resource Planning
In order to put in place an effective human resource strategy, Singapore Airline needs to set in motion an effective human resource planning process (Armstrong, 2009). Human resources are one of the most important and useful assets for any organization. It is extremely necessary that careful planning must be done for them. After all, human resources are tangible and living unlike
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