Singapore Airlines

The establishment of Singapore Airlines took place in 1972 after it separated from Malaysian Airlines. With the establishment of a national carrier Singapore Airlines went for uncompromising development including making profitable investment and trading to maximize profitability and get bigger market share. The strategies adopted by Singapore Airlines to compete were offering the best flight service possible. “Good flight service is essential and shows to the smallest details .This policy was the cornerstone of the belief that excellence in service was directly responsible in the careful selection and individual performance of in-flight crews charged with the fulfilling the needs of individual passengers and demonstrating the levels of quality service demanded by the airline.
The airline’s flight stewards were recruited from a very young population and were between the ages of 18-25 years of age with high school equivalency in the English system of education. Selection of candidates was very tough due to the degree of skill, poise, and experience that were pre-requisites for employment. The result was a highly skilled and youthful workforce with positive attitudes and an aptitude for the intense. Experience played a major role in the training and polishing of new employees, as greater experience would bring greater poise and confidence.. In addition, a younger crew would likely be more accepting of new procedures and less cynical of the requirements of employment.
Because of the young ages of the crew, recruitment and training were very rigorous and comprehensive. All parts of in-flight service, including training related to terminology, amenities and food preparation, as were training for emergency preparedness and response to every potential scenario that could be encountered in the air and on the ground. Formalized on-boarding, training and continued development were the hallmarks of the comprehensive workforce program. Even well into a crew member’s employment, on-going training and cyclical evaluation provided a mechanism for employees to be aware of individual performance and gain exposure to methods of continuous improvement.
With a continuing plan of evaluation, communication, and development, the workforce was well-positioned for high levels of performance and quality improvements. Though it would seem that Singapore Airlines’ work management program suited the organization well, it greatly narrowed the pool of applicants and kept many, well-qualified and experienced candidates from positions that would create diversity among the largely homogeneous workforce and place the organization in a better position to serve populations whose ethnic origins were not of Asian descent. If the organization aims to be the leader in an increasingly global marketplace, the workforce must mirror the diverse needs and perceptions of the greater population.

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