02 Oct Read the Chapter 10 Case Study “The People Focus: Human Resources at Alaska Airlines” (p. 438), then write a summary of at least 300 words using the accompanying discussion questions to guide your essay written in APA style, with a reference page and a cover page.
42651The “People” Focus: Human Resources at Alaska Airlines
With thousands of employees spread across nearly 100 locations in the United States, Mexico, and Canada, building a commit-ted and cohesive workforce is a challenge. Yet Alaska Airlines is making it work. The company’s “people” focus states: While airplanes and technology enable us to do what we do, we recognize this is fundamentally a people business, and our future depends on how we work together to win in this extremely competitive environment. As we grow, we want to strengthen our small company feel . . . We will succeed where others fail because of our pride and passion, and because of the way we treat our customers, our suppliers and partners, and each other. Managerial excellence requires a committed workforce. Alaska Airlines’ pledge of respect for people is one of the key elements of a world-class operation. Effective organizations require talented, committed, and trained personnel. Alaska Airlines conducts comprehensive training at all levels. Its “Flight Path” leadership training for all 10,000 employees is now being followed by “Gear Up” training for 800 front-line managers. In addition, training programs have been developed for Lean and Six Sigma as well as for the unique requirements for pilots, flight attendants, baggage, and ramp personnel. Because the company only hires pilots into first officer positions—the right seat in the cockpit, it offers a program called the “Fourth Stripe” to train for promotion into the captain’s seat on the left side, along with all the additional responsibility that entails (see exterior and interior photos of one of Alaska Airlines’ flight simulators on the opening page of this chapter). Customer service agents receive specific training on the company’s “Empowerment Toolkit.” Like the Ritz-Carlton’s famous customer service philosophy, agents have the option of awarding customers hotel and meal vouchers or frequent flier miles when the customer has experienced a service problem. Because many managers are cross-trained in operational duties outside the scope of their daily positions, they have the ability to pitch in to ensure that customer-oriented processes go smoothly. Even John Ladner, Director of Seattle Airport Operations, who is a fully licensed pilot, has left his desk to cover a flight at the last minute for a sick colleague. Along with providing development and training at all levels, managers recognize that inherent personal traits can make a huge difference. For example, when flight attendants are hired, the ones who are still engaged, smiling, and fresh at the end of a very long interview day are the ones Alaska wants on the team. Why? The job requires these behaviors and attitudes to fit with the Alaska Airlines team—and smiling and friendly flight attend-ants are particularly important at the end of a long flight. Visual workplace tools also complement and close the loop that matches training to performance. Alaska Airlines makes against key metrics to employees. Twenty top managers gather weekly in an operations leadership meeting, run by Executive VP of Operations, Ben Minicucci, to review activity consolidated into visual summaries. Key metrics are color-coded and posted prominently in every work area. Alaska’s training approach results in empowered employees who are willing to assume added responsibility and accept the unknowns that come with that added responsibility. Hard Rock’s Human Resource Strategy Everyone—managers and hourly employees alike—who goes to work for Hard Rock Cafe takes Rock 101, an initial 2-day training class. The Hard Rock value system is to bring a fun, healthy, nurturing environment into the Hard Rock Cafe culture. This initial course and many other courses help employees develop both personally and professionally. The human resource department plays a critical role in any service organization, but at Hard Rock, with its “experience strategy,” the human resource depart-ment takes on added importance. Long before Jim Knight, manager of corporate training, begins the class, the human resource strategy of Hard Rock has had an impact. Hard Rock’s strategic plan includes building a culture that allows for acceptance of substantial diversity and individuality. From a human resource perspective, this has the benefit of enlarging the pool of applicants as well as contributing to the Hard Rock culture. Creating a work environment above and beyond a paycheck is a unique challenge. Outstanding pay and benefits are a start, but the key is to provide an environment that works for the employees. This includes benefits that start for part-timers who work at least 19 hours per week (while others in the industry start at 35 hours per week); a unique respect for individuality; continuing training; and a high level of internal promotions—some 60% of the managers are promoted from hourly employee ranks. The company’s training is very specific, with job-oriented interactive DVDs covering kitchen, retail, and front-of-the-house service. Outside volunteer work is especially encouraged to foster a bond between the workers, their community, and issues of importance to them.
Discussion Questions*
1. Summarize Alaska Airlines’ human resources focus in your own words.
2. Why is employee empowerment useful to companies such as Alaska Airlines?
3. What tools discussed in the chapter might be employed to enhance the company’s training and performance efforts? Why?
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