Emirates Airline Facility Department is making an effort to improve its talent management through enhancing the attraction, selection, hiring, and recruitment of workers. It is determined to identify talented individuals in the job market and absorb them to facilitate its development. Interviewing three employees revealed that the department continuously motivates its workforce to reduce turnover and encourage them to continue contributing to its success. This implies that it needs to enhance its understanding of talent management and apply effective management strategies to align with modern trends. It should focus on the elimination of obstacles and difficulties hindering the achievement of the set objectives. Although the department has effective talent management strategies, it should consider improving the workplace environment and engagement from time to time. The company needs to improve its capabilities, skills, and knowledge to gain an improved competitive advantage and remain focused on the achievement of its objectives. It should establish a universal culture that accommodates diversity and motivates every worker
Emirates Airline is the flag carrier and the largest company in the United States Emirates (UAE). It is one of the Emirates’ Group subsidiaries based in Dubai and the Investment Corporation of Dubai owns the company. Before the COVID-19 pandemic, the company was operating more than 3,600 flights every week in at least 150 cities spread across 80 countries (Al Saed, Upadhya, and Saleh, 2020). It owns as many as 300 aircraft becoming the fourth largest airline around the globe in terms of revenue passenger kilometers. Its flights account for more than 40% at the Dubai international airport implying that it has a monopolizing presence (Al Saed, Upadhya, and Saleh, 2020). It enjoys an international reputation due to improved customer values, loyalty, luxury, and service. It emphasizes attention to detail, global competitiveness, and strong leadership enabling it to remain competitive in the market. This project explores the case of the Emirates Airline Facility Department to explain its talent management strategies.
Emirates Airline Facility Department applies effective talent management strategies to optimize employee performance. It makes an effort to retain and attract high-quality employees, build skills, and motivate them continuously to enhance their roles. The department is determined to motivate workers and encourage them to remain with the company (Erasmus, Naidoo, and Joubert, 2017). There exists a relationship between human resources practices and organizational performance. Proponents of the HRM models uphold that the department must have a strong commitment to gain from this relationship (Kaleem, 2019). The HRM management must also ensure that knowledge is managed as well as maintained within the department. It is through knowledge that talents are realized and nurtured by the training of individuals. The importance of training arises due to a growing gap between existing skills and competencies among those in the job market.
Talent management is the most important asset the department can utilize since it facilitates the achievement of the set objectives. It supports the development of a strategic HR team, positive employee experience, and rapid talent allocation. With talent management, it becomes possible to identify talents and nurture them to support the achievement of higher strategic priorities (Kaleem, 2019). The organization understands that human capital can support business goals and positive business results. It applies effective strategies to identify the vacant position, hire the right people, and improve their skills and expertise to retain as well as motivate workers. It entails the commitment to employ, retain as well as develop talented profiles while widening the skills gap and supporting the entry of technology-driven and flexible generation into the job market. The company makes every effort to ensure the right selection of workers and provision of a favorable working environment to nurture talents.
Improve the Understanding of the Talent Management
The objective is to understand and define talent management while evaluating its benefits in an organization. This includes the evaluation of its benefits in terms of improving employee experience, career advancement, improved onboarding experience, and better performance management. The definition would attempt to improve the recognition of talent management systems to enhance HR-related technologies and enhance investments (Kaleem, 2019). It is becoming more important to enhance the workers’ satisfaction and ensuring that they are happy and oriented towards the achievement of organizational goals. Moreover, recruited workers need to be productive to become valuable to their employers.
Evaluate and Enhance the Modern Trends in Talent Management Strategies
The project also intends to enhance the evaluation of modern trends to support the establishment of appropriate and effective talent management strategies. It intends to evaluate challenges facing the organization during the recruiting and retaining process (van Zyl, Mathafena, and Ras, 2017). It will consider factors that motivate and enhances the engagement and satisfaction of workers. Embracing an agile approach would help identify and adopt an effective talent management technique (Kaleem, 2019). This will explain the need of becoming more focused on employee experience and improve satisfaction. Talent management attempts to reduce workers’ turnover while making every worker feel like part of the organization.
Evaluate Obstacles and Challenges Faced by Emirates Airline Facility Department During the Development of Talent Management Strategies
The project intends to explain obstacles and challenges that the Emirates Airline Facility Department faces during the development of talent management strategies. Retaining and recruiting workers is a difficult task for HR due to the demand for higher compensation tightening the talent market, unappealing company culture, lack of leadership, and high company turnover (Cook and Billig, 2017). Workers are usually under pressure to provide for their dependents and improve their quality of life. This influences them to demand higher compensation to meet their financial obligations. Failure to increase their remuneration would affect their morale and hinder them from achieving their targets (Kaleem, 2019). This project will evaluate many factors in the company and attempt to explain strategies that can be applied to improve employee retention and motivation while reducing the cost of operation.
Acquiring the best talents from the job market is sometimes a difficult task and it is likely to compromise the development of talent management strategies. This means that is not easy for the Emirates Airline Facility Department to find competent personnel to fill vacant positions. Lack of the right people makes it impossible to achieve their objectives or even realize success (Cook and Billig, 2017). The company is expected to offer higher compensation to attract talented individuals and influence them to remain with it for an extended period.
Analyzing Talent management strategies in Emirates Airline Facility Department
This project will evaluate both short-term and long-term talent management strategies. Short-term strategies offer monetary benefits to motivate workers and boost their performance. Long-term strategies are focused on organizational growth to enhance the sense of job security and flexibility. An expanding company is more likely to retain its workers and boost their satisfaction (Al-Rawashdeh, 2021). This plays a role in the improvement of workers’ morale and desire to support the organization achieve its goals and objectives.
Suggestion and Recommendation to Improve Strategies of Talent Management
The Emirates Airline Facility Department should make every effort to design and implement effective strategies to enhance employee satisfaction and reduce turnover. It will be necessary for the company to manage its workforce in the best way possible to influence the success (Alshubaily, 2017). It is recommendable to identify talents and understand their meaning. The company needs to identify explicit knowledge as well as tactic skills such as emotional intelligence, compassion, communication, and the ability to apply many languages (Al-Rawashdeh, 2021). It is also necessary to consider career development offerings, prioritize results, identify goals and required talents, and discourage negative behaviors. The department needs to create a favorable work environment that promotes hard work and determination. This would ensure that talented people remain loyal, productive, engaged, and true to the company.
The study involved an interview with three employees from the Emirates Airline Facility Department. The three workers were approved and motivated to respond to the highlighted issue. The interview question was, “has the Emirates Airline Facility Department established effective strategies to support talent management, and what are the weakest and strongest areas?” The three employees were ensured that the provided information would not be shared with a third party or exposed to their employer. This ensured them the gathered information will only be used for research and they should not fear to provide accurate information. The procedure to be applied was explained and ensured that every point became clear to everyone. They were allowed to ask for clarity on areas that were important to them. Moreover, the question was presented in a manner that each of the participants understood clearly. The three were interviewed separately where they were given a chance to explain their response to a panel of five researchers who recorded all the conversation.
The project will involve many steps starting from the development of an abstract to the conclusion. The table 1 below provides a schedule of activities that will take during the implementation in May. Sufficient time and resources will be allocated to every activity to ensure accuracy and quality work. Moreover, consultation will be necessary to acquire all the required information and ensure that the project become useful.
Table 1 the schedule of activities in May
|Activity||Days in May|
|Developing abstract and executive summary||1-3|
|Gathering background information about the organization and Introduction to Talent Management||8-10|
|Determining research objectives||10-12|
|Determining research approach/methodology||13-14|
|Preparing and conducting interviews||15-24|
|secondary research/literature review||25-27|
|Primary Data Analysis and Findings||28-29|
|Presenting recommendations and suggestions||30|
Secondary Research/Literature Review
There exist diverse definitions of talent management since it usually depends on the adopted strategy, the environment, and the nature of the organization. This means that there lacks a universal definition and the understanding is influenced by the shared language. Every organization requires workers with certain talents to meet their objectives. Alameeri et al, (2017) explain that talented workers are those capable of achieving the greatest difference by enhancing future performance and potential. This implies that it represents the best individuals for a job who can facilitate the achievement of strategic goals.
It is challenging to define talent management because there are varying organizational objectives and targets. Cook and Billig (2017) define it as having the right number of people at the right time who have desirable motivational levels and skills. This means that talent management extends beyond the selection, recruiting, and hiring of a suitable workforce. It supports Human Resource Management (HRM) processes to enhance the development, retention, and attraction of workers (Al-Rawashdeh, 2021). It is legislated and embraced process to use a technological, cohesive, and strategic approach to promote HRM. Talent management is important because it facilitates effective management of the workforce and improved engagement. Al-Rawashdeh (2021) indicates that talent management is important in the improvement of employee engagement suggesting that it is a key success-determining factor. This means that a well-planned strategy can enable organizations to achieve their objectives, overcome difficulties and enhance business success.
Primary Data Analysis and Findings
The selected interviewees were willing to share the required information in detail. They had the necessary experience with talent management and were motivated to speak about their knowledge. The willingness to participate enabled the researcher to obtain the intended information. It was noted that the Emirates Airline Facility Department is enhancing talent management to boost sharing of information and improve retention and create more knowledge (Alshubaily, 2017). As noted in table 2 below, the department is determined to boost interactions between knowledge and talent management. It has enhanced its understanding of the relationship between knowledge and talent management.
Table 2 findings from the literature review
|Talent definition||A representation of the right and best employees for a given job who are likely to facilitate the achievement of objectives and strategic goals.|
|Talent management||It entails diverse HRM functions involving the attraction, deploying, retaining, and developing of talented individuals.|
|Importance of talent management|| |
|The need for talent management|| |
|Successful talent management depends on||Deploying, attraction, retaining, and recruiting talents, as well as succession planning|
The effective management of talents and improvement of their potential influence the current success the company enjoys today. The rising levels of workforce diversity have influenced the department to function in a multigenerational and multicultural environment (Alameeri et al, 2017). It is sensitive to cultural diversity based on factors such as the special needs of women and different ethnic groups. This includes managing varying generations in the workforce and ensuring that the environment favors everyone.
The three participants made it clear that the department is making an effort to attract and retain competent workers to enhance its competitive advantage. They all agreed that employee engagement is becoming more relevant in the globalized work and it necessary to ensure that every measure is taken to develop talents (van Zyl, Mathafena, and Ras, 2017). The department has done a recommendable job in the way it has been promoting its values and providing a conducive environment where workers are likely to develop (Lohmann and Spasojevic, 2018). The company’s strong brand plays a role in the attraction of new talents since many skilled workers are determined to be associated with high-performing companies where they can grow and develop. The department has a strong HR and encourages the establishment of appropriate entry requirements and strategic thinking.
Although the department has made considerable progress in enhancing talent management, several areas that need improvement were noted. It needs to have a better understanding of the management process and invest in the development and training of workers (Lohmann and Spasojevic, 2018). It should develop effective strategies to manage talents and employ people with desirable experience and tacit knowledge, and invest in their development and training. This means that their skills, capabilities, and knowledge need to be recognized and improved to boost their competitive advantage.
Unappealing company culture is an issue likely to affect the development of talent management strategies. It is sometimes becoming difficult to establish a universal culture that would favor everyone due to varying expectations. Younger workers usually expect a different environment that differs from older generations (van Zyl, Mathafena, and Ras, 2017). Millennials are more interested in jobs that support open communication policy, meaningful job tasks, and flexible scheduling with well-defined and clear objectives.
Workers at the Emirates Airline Facility Department require specialized training and education implying that retention is an important factor for organizational success. HR is constantly making an effort to reduce the turnover ratio and encourage more workers to feel motivated. Since the recruitment cost is high, the company is expected to make determined efforts to lower the number of workers intending to leave the company (Cook and Billig, 2017). Poor leadership seems to create a different issue for HR when top executives resign. This brings the need of developing an effective plan for executive training and other proactive measures.
Achieving and benefiting from the potential of talents implies that the company needs to associate talent development with effective plans and further learning. The department needs better development and training associations to realize the greatest potential. This means that it should embrace both informal and formal training and involvements. It is recommendable to develop high performers continuously and support initiatives to enhance retention and individual competencies (Lohmann and Spasojevic, 2018). The knowledge should be identified on time to facilitate the establishment of the necessary corrective measures. It was revealed that sometimes the department fails to recognize talented workers who have the potential to boost its position and support the achievement of key objectives (Mupepi, 2017). This hinders the achievement of their potential and influences subsequent losses.
Recommendations and Conclusion
The department must improve its talent management from time to time and ensure that all its workers are motivated to support the organization to realize its dream. Effective strategies need to be put in place to attract and retain competent and talented workers who are willing to work hard. These are fundamental aspects of talent management that need to be promoted (Lohmann and Spasojevic, 2018). Understanding why talented workers leave a company can help develop effective measures to boost retention and ensure that everyone is motivated.
The increasing need for talent management implies that the department needs to establish a definite framework to ensure successful talent management. HR needs to collaborate with other managers to achieve the department’s strategic mission. The integration can help identify areas where the department needs to improve and enhance employee satisfaction. It is necessary to avoid issues that can compromise the development of talents such as workplace discrimination, inequality, and harassment. This means that the department should promote universities while ensuring that workers at the same level are compensated equally (Alshubaily, 2017). It should avoid developing policies that support indirect discrimination against certain workers.
The department needs to understand that it has the potential to develop talents internally. Since HR’s are usually challenged to boost their performance, they must help their workers boost their performances. Workers are expected to rebuild their talents and skills to become successful. Developing talents internally can facilitate the achievement of objectives and help eliminate challenging issues (Lohmann and Spasojevic, 2018). It is recommendable to offer the best environment for the workers to encourage them to remain committed. Social capital is a key area that the department must offer to retain its workers and discourage them from seeking employment from other companies. Offering considerable compensation encourages workers to gain more interest in addressing issues affecting the organization while showing commitment to the achievement of objectives.
Al Saed, R., Upadhya, A. and Saleh, M.A., (2020). Role of airline promotion activities in destination branding: Case of Dubai vis-à-vis Emirates Airline. European Research on Management and Business Economics, 26(3), pp.121-126. Web.
Alameeri, A., Ajmal, M.M., Hussain, M. and Helo, P.T. (2017). Sustainability practices in the aviation sector: a study of UAE-based airlines. International Journal of Sustainable Society, 9(2), pp.119-147. Web.
Al-Rawashdeh, A.T. (2021). The impact of applying talent management strategies on achieving happiness in the work environment: An applied study on the Royal Jordanian Airlines Company. International Review of Management and Marketing, 11(1), p.68. Web.
Alshubaily, A. (2017). Exploring the key success factors for young airlines. A focus on emirates airlines and its regional competitors’ strategy for success. Saudi Journal of Business and Management Studies, 2(1), pp.30-37. Web.
Cook, G.N. and Billig, B.G. (2017). Airline operations and management: a management textbook. Routledge.
Erasmus, B., Naidoo, L. and Joubert, P., (2017). Talent management implementation at an open distance e-learning higher educational institution: the views of senior line managers. International Review of Research in Open and Distributed Learning, 18(3), pp.83-98. Web.
Kaleem, M. (2019). The influence of talent management on performance of employee in public sector institutions of the UAE. Public Administration Research, 8(2), pp.8-23.
Lohmann, G. and Spasojevic, B. (2018). Airline business strategy. The Routledge Companion to Air Transport Management, pp.139-153. Web.
Mupepi, M. ed., (2017). Effective talent management strategies for organizational success. IGI Global.
van Zyl, E.S., Mathafena, R.B. and Ras, J., (2017). The development of a talent management framework for the private sector. SA Journal of Human Resource Management, 15(1), pp.1-19. Web.
|Activity||Days in May|
|Developing an abstract and executive summary|
|Gathering background information about the organization and Introduction to Talent Management|
|Determining research objectives|
|Determining research approach/methodology|
|Preparing and conducting interviews|
|Secondary research/literature review|
|Primary Data Analysis and Findings|
|Presenting recommendations and suggestions|