QUIZ 03

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Case Study (Emirates Airlines):

Looking into the Airline industry reflects a high pressure on presenting a

value that engages employees and customers in a culture that they will be
committed to; as a one-time experience would create a life-time customer,
and creating that customer relies on the people who make the experience.
The competence of Airlines in the current time relies on competence of
leading and strategically running highly diverse talents and function in
highly diverse contexts and markets, to also be flexible in terms of systems
and reflect this flexibility and innovation through its people to attract those
who would like to be a part of the brand. Maurice Flanagan, Executive Vice
Chairman at Emirates Airline & Group says: "We achieve what we do
because of our people. We choose them very carefully, and just as
important, they choose us very carefully”. (The Emirates Group, 2016)

Emirates Airlines brides itself to be the largest employer in the UAE with
more 62,000 employee from more than 135 nationalities, who speak more
than 55 languages, this information is found on each flight and promoted to
reflect a pride of its employees’ base, a base that the organizations refers
to with a pride as its greatest asset on their website, expressing gratitude
for their contribution to the staggering pace of development of the
organizations. Emirates shows high retention rates of staff, considering the
largely expatriate workforce in Dubai, “12,600 staff have been with the
company for over 10 years, and close to 3,000 staff have been with us for
over 20 years.”(Emirates Group Annual Report, 2015)

Emirates Airlines focuses on three areas to attract and retain talent:

The Brand:
 Emirates Depends on its brand to attract a diverse, ambitious
workforce. Starting with their famous “say Hello, Tomorrow” slogan,
they built a reputation of luxury, optimism about the future of their
work, and confidence in their ability to compete and innovate, being a
leading airline in technology trends such as their own entrainment
system, connectivity to Wi-Fi and use mobile phones on board. Other
basis of the Emirates brand include; their Social reasonability
reflected by their international foundation that help unprivileged
everywhere in the world and taking a part of cultural and sports
events as a main sponsor for leading teams and main events such as
FIFA World cup. Emirates Airlines is also dedicated to the
environment, operating through the newest, most eco-friendly
aircrafts and taking actions in reserving the nature. As quoted from
their annual report: “from our website experience, to the design of our
food and wine menus, and the language and uniforms used by our
service staff. Our aim is to become one of the world’s leading lifestyle
brands and to make the Emirates name synonymous with aspirational
travel and experiences”. (Emirates Group annual Report, 2015)

 The Group Learning and Development:

-Emirates GR & Development team has won 7 awards for its various
training programmes. Emirates Airlines encourages development of
personal and professional skills through their own facilities and
inclusive programmes, it runs its courses in Dubai, Melbourne and
Houston. At Emirates Aviation College, 41,000 of staff attended
courses ranging from Leadership and Customer Service,
Commercial, and Airport Operations.

Emirates encourages their employees to learn through:

1. A Variety of courses including: on-the-job, online (eLearning),

practical assessment, simulation, project based or a
combination of these options (blended).
 2. Offering Job Rotation plans as well as offering individual
Progression and promotions after 12 months.

3. Cross functional project groups often with the project leader

being of a lower grade than the participants to encourage
growth and confidence in leadership skills.

4. Network of Learning Resource Centres (LRC) in emirates

buildings in Dubai, for self or group-based study, and ‘My
Learning Zone’ the Emirates Group learning portal. (The
Emirates Group, 2016)

The Benefits:
Benefits Emirates are offering in Dubai, include: s
Monetary:
-Tax free salary, accommodation or accommodation allowance,
Transport or transport allowance.
-Profit share, Exchange Rate protection programmes and
Professional specialist allowance.
Non-Monetary:
-Annual Leave, End of service or Provident fund, accident
insurance, Education allowance, leave tickets and medical
provision.
Emirates card allows employees to redeem attractive discounts
in up to 300 retails. -Concessional travel. (The Emirates Group,
2016)
Conclusion:

IConclusion,
Approaches to Talent management differ from an organization to another,
each organization has its own contexts to address and fit into, with no
approach fir for all. While some approaches are not clearly outlined, small
and large practices significantly indicate the approach an organization
takes to manage its talents, inclusivity and exclusivity are a part of the
organizational culture which is reinforced by all other systems in the
organization, including communication and reward systems, both can be
combined and practiced even in small organization with small budgets to
grow talents, by encouraging attitude of learning and development, self-
expression and self-value to produce talents. By creating proactive
communication systems that reflect a value of individuals and personal
potential, companies can achieve a sustainable success.

Organization ought to continuously link the outside with the inside, and
reflect an attractive identity of people serving people, by establishing
proactive relationships with the society starting from educational institutions
to attract and grow talents needed, to diverse representatives of society’s
parts. Emirates has achieved success through its workforce by connecting
to societies and practicing excellence as a culture even in the smallest
task, giving the responsibility of delivering a high standard to all employees
through training and development schemes and rewarding benefits.

QUESTIONS :

1. How has Emirates been able to build a strong brand in the

competitive airlines industry worldwide?

2. What encouragement plans were used to motivate

employess and what effective measures were taken to
stimulate their working ability?
Conclusion:

In Conclusion, Approaches to Talent management differ from an organization to

another, each organization has its own contexts to address and fit into, with no
approach fir for all. While some approaches are not clearly outlined, small and large
practices significantly indicate the approach an organization takes to manage its talents,
inclusivity and exclusivity are a part of the organizational culture which is reinforced by
all other systems in the organization, including communication and reward systems,
both can be combined and practiced even in small organization with small budgets to
grow talents, by encouraging attitude of learning and development, self-expression and
self-value to produce talents. By creating proactive communication systems that reflect
a value of individuals and personal potential, companies can achieve a sustainable
success.

Organization ought to continuously link the outside with the inside, and reflect an
attractive identity of people serving people, by establishing proactive relationships with
the society starting from educational institutions to attract and grow talents needed, to
diverse representatives of society’s parts. Emirates has achieved success through its
workforce by connecting to societies and practicing excellence as a culture even in the
smallest task, giving the responsibility of delivering a high standard to all employees
through training and development schemes and rewarding benefits.