Scoot, a low-cost airline owned by Singapore Airlines, is transitioning from a startup phase to a growth phase. This brings challenges for HR, such as managing changing mindsets. The airline emphasizes a fun, colorful "Scootitude" culture epitomized by its CEO painting his face. While recruitment was the initial focus, HR now focuses on talent development and engagement given the airline's rapid expansion. Communication from leadership is key to engaging Scoot's dispersed workforce and mobile work environment. Scoot rewards staff through a points system allowing staff to choose destinations and travel benefits.
This document summarizes a student's project on recruitment and selection processes at two companies - Pandora IT Solutions (an IT company) and Lufthansa German Airlines (an aviation company). The student interviewed HR heads and employees at both companies to understand their acquisition processes. The student found that assessing candidates' potential contributions during hiring allows employers to predict performance. However, staffing companies face challenges like pricing competition and deteriorating global economic factors. The student provided recommendations to further improve the recruitment and selection processes based on factors like costs, flexibility, and competencies.
The newsletter provides information about the services and activities of the Office of Career Services at the University of Management and Technology for the period of October to December 2014. It discusses internship and job placement opportunities for students and alumni, recruitment drives and interviews held on campus, career counseling workshops, and a Job Festival event held with over 80 recruiters and 6,500 job seekers. Testimonials from students who received job offers after internships or on-campus interviews are also included.
Recruitment agencies and in-house teams each have advantages when sourcing candidates for companies. Agencies have extensive networks and experience recruiting for specialized roles, while in-house teams are less costly and can mobilize candidates faster. The best approach uses a combination of both - agencies help with difficult roles or large hiring needs, while in-house teams focus on internal candidates and take over once an agency identifies someone. Building strong relationships between recruiters and agencies leads to understanding client needs and supplying qualified candidates efficiently. However, attracting top talent remains a challenge.
MKOJ is introducing an online HR platform in India for hiring, branding, and communication. It provides access to a large talent pool of students, housewives/new mothers, freelancers/experts, and retirees who are looking for flexible work options like part-time jobs, work from home arrangements, freelance projects, and internships. Current job sites do not adequately serve these groups. The platform allows employers to hire talent for functions like data entry, content writing, and more. It also offers communication and employer branding tools. MKOJ already has over 200 employer clients and is lauded by HR leaders for its innovative concept addressing the need for flexibility in the current job market.
This document discusses employee training and development at Oman Air. It finds that while Oman has emphasized training in the public sector, training programs lack coordination and integration. Training is often ad hoc rather than based on strategic plans. Management support for training is also inconsistent. The document recommends developing an integrated training framework aligned with organizational goals, with clear budgets and management commitment. Prioritizing strategic training, evaluating impact, and creating a supportive culture for applying new skills could improve training effectiveness at Oman Air.
Recruitment & selection process practiced by a multinational organisation a c...Nikita Palkar
TCS has a multi-level recruitment and selection process tailored to different roles within the company. For entry-level workforce roles, candidates apply online or via ads and undergo aptitude testing, technical and behavioral interviews, and group problem-solving assessments. For frontline and middle management roles, internal promotions are considered alongside external hires who face interviews, case studies, presentations, and leadership evaluations. Top management is solely comprised of high-performing internal candidates with long tenure who are strategically positioned to lead the company. Overall, TCS aims to select candidates at all levels based on both technical skills and cultural fit through a comprehensive process.
This document summarizes a student's project on recruitment and selection processes at two companies - Pandora IT Solutions (an IT company) and Lufthansa German Airlines (an aviation company). The student interviewed HR heads and employees at both companies to understand their acquisition processes. The student found that assessing candidates' potential contributions during hiring allows employers to predict performance. However, staffing companies face challenges like pricing competition and deteriorating global economic factors. The student provided recommendations to further improve the recruitment and selection processes based on factors like costs, flexibility, and competencies.
The newsletter provides information about the services and activities of the Office of Career Services at the University of Management and Technology for the period of October to December 2014. It discusses internship and job placement opportunities for students and alumni, recruitment drives and interviews held on campus, career counseling workshops, and a Job Festival event held with over 80 recruiters and 6,500 job seekers. Testimonials from students who received job offers after internships or on-campus interviews are also included.
Recruitment agencies and in-house teams each have advantages when sourcing candidates for companies. Agencies have extensive networks and experience recruiting for specialized roles, while in-house teams are less costly and can mobilize candidates faster. The best approach uses a combination of both - agencies help with difficult roles or large hiring needs, while in-house teams focus on internal candidates and take over once an agency identifies someone. Building strong relationships between recruiters and agencies leads to understanding client needs and supplying qualified candidates efficiently. However, attracting top talent remains a challenge.
MKOJ is introducing an online HR platform in India for hiring, branding, and communication. It provides access to a large talent pool of students, housewives/new mothers, freelancers/experts, and retirees who are looking for flexible work options like part-time jobs, work from home arrangements, freelance projects, and internships. Current job sites do not adequately serve these groups. The platform allows employers to hire talent for functions like data entry, content writing, and more. It also offers communication and employer branding tools. MKOJ already has over 200 employer clients and is lauded by HR leaders for its innovative concept addressing the need for flexibility in the current job market.
This document discusses employee training and development at Oman Air. It finds that while Oman has emphasized training in the public sector, training programs lack coordination and integration. Training is often ad hoc rather than based on strategic plans. Management support for training is also inconsistent. The document recommends developing an integrated training framework aligned with organizational goals, with clear budgets and management commitment. Prioritizing strategic training, evaluating impact, and creating a supportive culture for applying new skills could improve training effectiveness at Oman Air.
Recruitment & selection process practiced by a multinational organisation a c...Nikita Palkar
TCS has a multi-level recruitment and selection process tailored to different roles within the company. For entry-level workforce roles, candidates apply online or via ads and undergo aptitude testing, technical and behavioral interviews, and group problem-solving assessments. For frontline and middle management roles, internal promotions are considered alongside external hires who face interviews, case studies, presentations, and leadership evaluations. Top management is solely comprised of high-performing internal candidates with long tenure who are strategically positioned to lead the company. Overall, TCS aims to select candidates at all levels based on both technical skills and cultural fit through a comprehensive process.
Talent Pipelining - You're Not as Attractive as You Think You AreLindsey Barnett
This document discusses talent pipelining, which is a proactive approach to recruitment where organizations identify critical roles, understand their employer brand, and build a pipeline of pre-qualified candidates. It notes that talent has more choice now and organizations are not always as attractive to candidates as they think. It also provides statistics on talent shortages globally and in Australia. The document emphasizes identifying critical roles to focus on, separating sourcing from recruiting roles, and communicating an authentic employer brand to engage both active and passive candidates.
The Chartered Management Institute (CMI) welcomes the UK Ministry of Defence's proposals to improve relationships between employers and military reserves. CMI agrees clearer rules are needed to encourage skilled civilians to volunteer as reservists and for employers to support reservist training and deployments. CMI also supports professionally accrediting reservist skills training, which demonstrates value to both individuals and employers.
CEO’s Message
I am much confident to speak out that the success of the story of SMART Training & Sourcing Co is lying on the inspiration of "A company's most valuable assets are its employees". Our history can be traced back by the tongues of our valuable clients. We believe our success is largely due to our unwavering commitment to provide our clients and employees with their own unique opportunities to thrive. We do this by ensuring that our clients' expectations and needs are out priorities.
Professional overseas recruitment agency India | Manpower consultancy in saud...sagar gavale
Smartco training and sourcing company is professional overseas recruitment agency in Mumbai, India. Are you looking for manpower consultancy in Saudi Arabia?
Riskpro human capital management services 2013Nidhi Gupta
We would like to introduce our firm Riskpro-India – a specialized Risk Management Consulting firm based in Mumbai, India and with offices at Delhi and Bangalore.
We would like to get empaneled with your organisation for all your recruitment requirements. We are India’s fastest growing recruitment and risk management consulting firm. Please see attached our profile for more information.
Human Capital Management Services (HCMS) – a division of Risk-pro, is a professionally run organization focused to provide customized HCM solutions to the corporates to bring un-matched value for them. HCMS inter-alia includes niche, complex and time-bound talent acquisition at all levels, complete employee payments outsourcing solutions, technical, behavioral and cultural trainings, employee retention strategy, employee satisfaction surveys, HR policy drafting and documentation, sharing industry-best practices etc.
Risk-pro also provides highly specialized services in the field of risk management, internal audits, forensic accounting, investigations, prevention of fraud, process reviews etc.
We take pride in saying that we are among the fastest growing consulting companies in India. Today, we have offices in Mumbai, Delhi, and Bangalore and it has already added eight member firms in Ahmedabad, Agra, Chennai, Gurgaon, Hyderabad, Jaipur, Ludhiana, and Pune. All our offices and member firms are well equipped and staffed with qualified professionals into HR management and consulting. We have plans that will help us sustain this growth. Our presence in almost all states of India and beyond by 2014, is almost certain.
In talent acquisition, a fine blend of technology and professional human touch has given us an edge over others where talent and profile matching is left to technology. We have a team that not only brings years of professional and rich experience in varied industries, but are passionate to make hitherto impossible things possible for the client. However, words do not have enough strength to reflect our true potential, and though, to get a sneak peek, we strongly urge you to visit our website and go through the attached document, but we would be delighted to have a face to face meeting with you/your HR / Corporate Heads.
We are confident, our approach, methodology and professionalism along with commitment towards long-term sustainable relationships, will impress you to pave the way for our alliance that will be mutually beneficial to both the organizations. Experience Risk-pro HCMS, experience the difference.
The document discusses pay structures for local and foreign employees in Singapore. It summarizes perspectives from HR professionals and recruiters. They argue that most large companies structure pay so that employees in the same role and level are paid equally regardless of nationality. Foreigners may occasionally receive housing allowances but overall pay is based on skills, experience, and role rather than nationality. The Fair Consideration Framework aims to ensure locals are considered for jobs but has not significantly impacted organizations' pay structures.
The HR Summit and Expo in Dubai attracted nearly 3,000 attendees from 54 countries in 2014, making it the largest HR event in the Middle East. Over 70 sponsors and exhibitors participated, featuring the latest HR strategies and innovations. The event included over 60 educational sessions delivered by 84 speakers and featured 6 international keynote speakers. Surveys found over 90% of attendees felt it enhanced their knowledge and was important for connecting the region's HR community.
Lucas TVS is a leading manufacturer of auto electrical products and diesel fuel injection equipment in India. It is a joint venture between Lucas Varity group of UK and TVS Group, a large Indian conglomerate. The TVS Group has a diverse portfolio of automotive component manufacturing companies including Brakes India, Sundaram Brake Linings, Axles India and TVS Motor Company. Lucas TVS manufactures products like alternators, starters, wiper systems and diesel fuel injection pumps and supplies to vehicle manufacturers in India and overseas. The company is committed to continuous quality improvements and increasing customer satisfaction.
This document provides an overview of training courses offered by Somerset Skills & Learning (SS&L) to help businesses grow. It includes case studies of how SS&L has helped businesses like the West Somerset Railway and LD Services through training. The document outlines apprenticeship, traineeship, and classroom-based course options in areas like business skills, construction, engineering, and health and social care. Employers are encouraged to contact SS&L to discuss conducting an organizational needs analysis and accessing available funding.
Riskpro India is seeking franchise partners to expand its human capital management services across India. As a franchise partner, you would gain access to Riskpro's brand, resources, and experienced professionals while running your own business with day-to-day autonomy. The initial investment is Rs. 150,000 plus taxes for a lifetime franchise fee with a 20% revenue share. Franchise partners would be provided with local contacts and support in sourcing resumes while being responsible for business development, billing, and statutory compliance in their area. The process involves submitting an application, payment, and signed agreement to become an authorized Riskpro franchise.
Talent Grids - Empowering Companies, Campuses and TalentAnne Thomas
Talent Grids is the brainchild of a very dynamic and enterprising team from IIT Kanpur and IIM Calcutta. Talent Grids is the most unique model aimed at bridging the Talent Demand Supply Gap. It is the most revolutionary Value Added Model for Colleges, Students and Recruiters! With a tremendous focus on technology, the initiative aims at Reinventing Fresher Hiring and finally ‘Spreading Happiness in the Talent Grids’. Talent Grids is India’s Biggest Fresher Hiring Model (On and Off Campus) through host of solutions for entry level recruitments in the technology domain. Our partner recruiters have adopted Talent Grids as the most effective off campus hiring model to get pre-assessed talent pool for Strategic and Just In Time hiring.
International Manpower Resources Private Limited is an ISO 9001-2008 certified recruitment agency established in 1991 in New Delhi, India. It specializes in recruiting skilled professionals for the oil/gas, energy, engineering, construction, and mining industries in over 60 countries. With over 25 years of experience, it has recruited over 150,000 people and works with over 120 client organizations globally. It prides itself on its professional ethics and quality recruitment services to both clients and candidates.
Tata wire division manufactures a wide range of wires for various industries. It has wire manufacturing facilities in Borivli and Tarapur, Mumbai. The human resources department at Tata's Borivli wire plant is divided into three sections - human resource implementation, industrial relations, and administration. Each section has two managers headed by Mr. P. R. Raste. The activities carried out by the HR department include manpower planning, recruitment and selection, performance appraisal, training and development, compensation planning, maintaining communication with employees, and employee counseling.
Human resource project study of recruitment & Selection process in Insurance ...Alok Singh
This document provides information about a study conducted by Nisha Singh on the recruitment and selection process at Aviva Life Insurance in India as part of her MBA program. It includes an introduction outlining the importance of recruitment and selection. The objectives are listed as understanding the recruitment sources, process, and how candidates are selected at Aviva Life Insurance. The document then provides background information on Aviva's history and joint venture in India with Dabur group before detailing the research methodology used, which involved surveys distributed to managers.
This document provides information about Headstart Manpower Consultants, an Indian recruitment firm based in Nagpur. It lists their contact information and website addresses. It then lists some of their major clients in various industries like FMCG, retail, banking, automotive, etc. It provides brief bios of some of the key leadership team and describes their areas of expertise. It outlines their vision, quality systems, and key strengths in recruitment and maintaining a large database. It also shares their code of ethics in recruitment practices.
The document summarizes Fraser Alexander's 2014 sustainability report. It highlights programs that develop employees, promote health and safety, respect human rights and ethics, and benefit local communities. Specifically, it describes:
1) A supervisor development program that equipped supervisors with new skills and led to several promotions, allowing staff like Themba to lead productively and safely.
2) Fraser Alexander's commitment to training and developing staff, as shown through its accredited tailings training school and management advancement program.
3) How the programs helped individuals like Wynand lead constructively by improving his communication, teamwork, and ability to manage diverse people effectively.
Human resources refer to the individuals who comprise an organization's workforce. HR departments typically handle recruitment, compensation, training, and other employee-related matters. Recruitment involves attracting, screening, and selecting qualified applicants for jobs. It is influenced by factors like strategic plans, organizational policies, and recruitment criteria. Sources of recruitment can be internal, like promotions or transfers, or external, such as advertisements or employment agencies. The selection process includes steps like application reviews, interviews, background checks, and final selection. Effective recruitment and selection are important for organizations to hire suitable candidates and achieve their goals.
Singapore Airlines' iconic "Singapore Girl" campaign focused on its employees rather than aircraft to differentiate its brand. This successful approach highlighted the airline's emphasis on people and service quality. Singapore Airlines invests heavily in recruiting and training employees to maintain its high standards. It receives many applicants due to its strong reputation and provides employees opportunities to grow. This investment helps Singapore Airlines attract talent and compete effectively based on both cost and quality service.
International Human Resource Management represents the fusion of personnel management and industrial relations with a focus on managing people as a valuable organizational asset. It considers both internal and external factors and how they impact an organization's most important assets - its employees and clients. Effective IHRM is especially important in today's global environment where organizations must manage diverse, multicultural workforces.
With a serious talent shortage on the horizon, the insurance industry needs to become an employer of choice for the next generation. Here's how to do it.
Mar 01, 2015 | By Melissa Hillebrand
To attract and retain young project talent, organizations must understand what motivates millennials and adapt their practices. The document discusses several strategies used by companies to develop project managers from new graduates. These include apprenticeship programs, training programs, offering international experience, and clearly outlining career progression. Implementing these practices helps companies engage millennial employees and mitigate risks from the growing skills shortage.
Talent Pipelining - You're Not as Attractive as You Think You AreLindsey Barnett
This document discusses talent pipelining, which is a proactive approach to recruitment where organizations identify critical roles, understand their employer brand, and build a pipeline of pre-qualified candidates. It notes that talent has more choice now and organizations are not always as attractive to candidates as they think. It also provides statistics on talent shortages globally and in Australia. The document emphasizes identifying critical roles to focus on, separating sourcing from recruiting roles, and communicating an authentic employer brand to engage both active and passive candidates.
The Chartered Management Institute (CMI) welcomes the UK Ministry of Defence's proposals to improve relationships between employers and military reserves. CMI agrees clearer rules are needed to encourage skilled civilians to volunteer as reservists and for employers to support reservist training and deployments. CMI also supports professionally accrediting reservist skills training, which demonstrates value to both individuals and employers.
CEO’s Message
I am much confident to speak out that the success of the story of SMART Training & Sourcing Co is lying on the inspiration of "A company's most valuable assets are its employees". Our history can be traced back by the tongues of our valuable clients. We believe our success is largely due to our unwavering commitment to provide our clients and employees with their own unique opportunities to thrive. We do this by ensuring that our clients' expectations and needs are out priorities.
Professional overseas recruitment agency India | Manpower consultancy in saud...sagar gavale
Smartco training and sourcing company is professional overseas recruitment agency in Mumbai, India. Are you looking for manpower consultancy in Saudi Arabia?
Riskpro human capital management services 2013Nidhi Gupta
We would like to introduce our firm Riskpro-India – a specialized Risk Management Consulting firm based in Mumbai, India and with offices at Delhi and Bangalore.
We would like to get empaneled with your organisation for all your recruitment requirements. We are India’s fastest growing recruitment and risk management consulting firm. Please see attached our profile for more information.
Human Capital Management Services (HCMS) – a division of Risk-pro, is a professionally run organization focused to provide customized HCM solutions to the corporates to bring un-matched value for them. HCMS inter-alia includes niche, complex and time-bound talent acquisition at all levels, complete employee payments outsourcing solutions, technical, behavioral and cultural trainings, employee retention strategy, employee satisfaction surveys, HR policy drafting and documentation, sharing industry-best practices etc.
Risk-pro also provides highly specialized services in the field of risk management, internal audits, forensic accounting, investigations, prevention of fraud, process reviews etc.
We take pride in saying that we are among the fastest growing consulting companies in India. Today, we have offices in Mumbai, Delhi, and Bangalore and it has already added eight member firms in Ahmedabad, Agra, Chennai, Gurgaon, Hyderabad, Jaipur, Ludhiana, and Pune. All our offices and member firms are well equipped and staffed with qualified professionals into HR management and consulting. We have plans that will help us sustain this growth. Our presence in almost all states of India and beyond by 2014, is almost certain.
In talent acquisition, a fine blend of technology and professional human touch has given us an edge over others where talent and profile matching is left to technology. We have a team that not only brings years of professional and rich experience in varied industries, but are passionate to make hitherto impossible things possible for the client. However, words do not have enough strength to reflect our true potential, and though, to get a sneak peek, we strongly urge you to visit our website and go through the attached document, but we would be delighted to have a face to face meeting with you/your HR / Corporate Heads.
We are confident, our approach, methodology and professionalism along with commitment towards long-term sustainable relationships, will impress you to pave the way for our alliance that will be mutually beneficial to both the organizations. Experience Risk-pro HCMS, experience the difference.
The document discusses pay structures for local and foreign employees in Singapore. It summarizes perspectives from HR professionals and recruiters. They argue that most large companies structure pay so that employees in the same role and level are paid equally regardless of nationality. Foreigners may occasionally receive housing allowances but overall pay is based on skills, experience, and role rather than nationality. The Fair Consideration Framework aims to ensure locals are considered for jobs but has not significantly impacted organizations' pay structures.
The HR Summit and Expo in Dubai attracted nearly 3,000 attendees from 54 countries in 2014, making it the largest HR event in the Middle East. Over 70 sponsors and exhibitors participated, featuring the latest HR strategies and innovations. The event included over 60 educational sessions delivered by 84 speakers and featured 6 international keynote speakers. Surveys found over 90% of attendees felt it enhanced their knowledge and was important for connecting the region's HR community.
Lucas TVS is a leading manufacturer of auto electrical products and diesel fuel injection equipment in India. It is a joint venture between Lucas Varity group of UK and TVS Group, a large Indian conglomerate. The TVS Group has a diverse portfolio of automotive component manufacturing companies including Brakes India, Sundaram Brake Linings, Axles India and TVS Motor Company. Lucas TVS manufactures products like alternators, starters, wiper systems and diesel fuel injection pumps and supplies to vehicle manufacturers in India and overseas. The company is committed to continuous quality improvements and increasing customer satisfaction.
This document provides an overview of training courses offered by Somerset Skills & Learning (SS&L) to help businesses grow. It includes case studies of how SS&L has helped businesses like the West Somerset Railway and LD Services through training. The document outlines apprenticeship, traineeship, and classroom-based course options in areas like business skills, construction, engineering, and health and social care. Employers are encouraged to contact SS&L to discuss conducting an organizational needs analysis and accessing available funding.
Riskpro India is seeking franchise partners to expand its human capital management services across India. As a franchise partner, you would gain access to Riskpro's brand, resources, and experienced professionals while running your own business with day-to-day autonomy. The initial investment is Rs. 150,000 plus taxes for a lifetime franchise fee with a 20% revenue share. Franchise partners would be provided with local contacts and support in sourcing resumes while being responsible for business development, billing, and statutory compliance in their area. The process involves submitting an application, payment, and signed agreement to become an authorized Riskpro franchise.
Talent Grids - Empowering Companies, Campuses and TalentAnne Thomas
Talent Grids is the brainchild of a very dynamic and enterprising team from IIT Kanpur and IIM Calcutta. Talent Grids is the most unique model aimed at bridging the Talent Demand Supply Gap. It is the most revolutionary Value Added Model for Colleges, Students and Recruiters! With a tremendous focus on technology, the initiative aims at Reinventing Fresher Hiring and finally ‘Spreading Happiness in the Talent Grids’. Talent Grids is India’s Biggest Fresher Hiring Model (On and Off Campus) through host of solutions for entry level recruitments in the technology domain. Our partner recruiters have adopted Talent Grids as the most effective off campus hiring model to get pre-assessed talent pool for Strategic and Just In Time hiring.
International Manpower Resources Private Limited is an ISO 9001-2008 certified recruitment agency established in 1991 in New Delhi, India. It specializes in recruiting skilled professionals for the oil/gas, energy, engineering, construction, and mining industries in over 60 countries. With over 25 years of experience, it has recruited over 150,000 people and works with over 120 client organizations globally. It prides itself on its professional ethics and quality recruitment services to both clients and candidates.
Tata wire division manufactures a wide range of wires for various industries. It has wire manufacturing facilities in Borivli and Tarapur, Mumbai. The human resources department at Tata's Borivli wire plant is divided into three sections - human resource implementation, industrial relations, and administration. Each section has two managers headed by Mr. P. R. Raste. The activities carried out by the HR department include manpower planning, recruitment and selection, performance appraisal, training and development, compensation planning, maintaining communication with employees, and employee counseling.
Human resource project study of recruitment & Selection process in Insurance ...Alok Singh
This document provides information about a study conducted by Nisha Singh on the recruitment and selection process at Aviva Life Insurance in India as part of her MBA program. It includes an introduction outlining the importance of recruitment and selection. The objectives are listed as understanding the recruitment sources, process, and how candidates are selected at Aviva Life Insurance. The document then provides background information on Aviva's history and joint venture in India with Dabur group before detailing the research methodology used, which involved surveys distributed to managers.
This document provides information about Headstart Manpower Consultants, an Indian recruitment firm based in Nagpur. It lists their contact information and website addresses. It then lists some of their major clients in various industries like FMCG, retail, banking, automotive, etc. It provides brief bios of some of the key leadership team and describes their areas of expertise. It outlines their vision, quality systems, and key strengths in recruitment and maintaining a large database. It also shares their code of ethics in recruitment practices.
The document summarizes Fraser Alexander's 2014 sustainability report. It highlights programs that develop employees, promote health and safety, respect human rights and ethics, and benefit local communities. Specifically, it describes:
1) A supervisor development program that equipped supervisors with new skills and led to several promotions, allowing staff like Themba to lead productively and safely.
2) Fraser Alexander's commitment to training and developing staff, as shown through its accredited tailings training school and management advancement program.
3) How the programs helped individuals like Wynand lead constructively by improving his communication, teamwork, and ability to manage diverse people effectively.
Human resources refer to the individuals who comprise an organization's workforce. HR departments typically handle recruitment, compensation, training, and other employee-related matters. Recruitment involves attracting, screening, and selecting qualified applicants for jobs. It is influenced by factors like strategic plans, organizational policies, and recruitment criteria. Sources of recruitment can be internal, like promotions or transfers, or external, such as advertisements or employment agencies. The selection process includes steps like application reviews, interviews, background checks, and final selection. Effective recruitment and selection are important for organizations to hire suitable candidates and achieve their goals.
Singapore Airlines' iconic "Singapore Girl" campaign focused on its employees rather than aircraft to differentiate its brand. This successful approach highlighted the airline's emphasis on people and service quality. Singapore Airlines invests heavily in recruiting and training employees to maintain its high standards. It receives many applicants due to its strong reputation and provides employees opportunities to grow. This investment helps Singapore Airlines attract talent and compete effectively based on both cost and quality service.
International Human Resource Management represents the fusion of personnel management and industrial relations with a focus on managing people as a valuable organizational asset. It considers both internal and external factors and how they impact an organization's most important assets - its employees and clients. Effective IHRM is especially important in today's global environment where organizations must manage diverse, multicultural workforces.
With a serious talent shortage on the horizon, the insurance industry needs to become an employer of choice for the next generation. Here's how to do it.
Mar 01, 2015 | By Melissa Hillebrand
To attract and retain young project talent, organizations must understand what motivates millennials and adapt their practices. The document discusses several strategies used by companies to develop project managers from new graduates. These include apprenticeship programs, training programs, offering international experience, and clearly outlining career progression. Implementing these practices helps companies engage millennial employees and mitigate risks from the growing skills shortage.
During our last growth cycle corporations had it easy. Above average unemployment in developed economies meant that keeping employees engaged had not been a focus. But as developed economies continue to grow in 2014 we can expect those disengaged people (estimated at 70% of the workforce by McKinsey) to lift their noses from the grindstone and start eyeing the exit.
This article discusses the growing demand for corporate training in Oman due to talent shortages and Omanization targets. It notes that companies are increasingly turning to training to enhance workplace competencies beyond what education provides. Training needs have shifted from technical skills to soft skills and personality development. Several corporate training institutes and coaches have emerged to address this demand. While training programs help improve skills, HR managers believe they only account for 10% of productivity and a holistic talent management approach is needed for growth.
This document discusses the challenges of growing a startup from infancy to adolescence and some strategies for human resources to effectively manage rapid growth. It outlines several challenges including always feeling one person short of needed staff, the importance of quality yet speedy hiring, and making a great first impression for new employees. The article then details approaches for addressing these challenges such as thoroughly justifying new roles, emphasizing employee referrals, investing in onboarding, continual skills development, transparent performance conversations, and communicating the company culture and mission. The overarching message is that executing HR best practices well during a period of fast growth is important for building an effective organization, high performance, and employee retention.
This document discusses issues related to recruitment, including the risks of rapid hiring without proper assessment of candidates. It provides perspectives from recruitment experts on how to avoid common hiring mistakes and ensure quality hires. Some key points:
- Companies are increasingly hiring quickly to fill openings rather than rigorously assessing candidates, which can lead to bad cultural or skills fit.
- A recruitment manager recalls nearly making a bad hire due to behavioral red flags, highlighting the importance of thorough screening.
- Recruiters emphasize the need to balance quantitative goals like time-to-fill with qualitative assessments of candidate fit and quality.
- Common mistakes include poor role definition, lack of cultural fit assessment, and not taking time for proper evaluation.
SiE Brains is an HR solutions firm that helps companies with talent acquisition and retention. They have developed a proprietary recruitment model that identifies a candidate's motivation drivers to match them with the right job. This helps ensure the candidate will be retained. Their services include recruitment, RPO, talent management, and identifying high-potential employees. They work with companies across industries to meet all their human capital needs.
SiE Brains is an HR solutions firm that helps companies with talent acquisition and retention. They have developed a proprietary recruitment model that identifies a candidate's motivation drivers to match them with the right job. This helps ensure the candidate is a good fit and will stay with the company long-term. SiE Brains provides various HR services including recruitment, RPO, talent management, and leadership development to help companies find and retain top talent.
This document discusses the importance of aligning corporate learning and development (L&D) strategies with business goals. It provides perspectives from experts who emphasize that L&D programs should address skill gaps, support business expansion plans, and demonstrate how training contributes to business objectives like increased profits. A key aspect of business-centric learning is ensuring L&D content meets current and future business needs. The document also gives examples of companies that have training arms aligned with their overall business strategies and goals.
This document provides information about Thailand's Top Graduate Employers survey conducted in 2015. It lists the top companies in various industries that were identified as preferred employers. It also discusses characteristics of Generation Y employees and challenges in attracting and retaining them. AirAsia and Advanced Info Service (AIS) are highlighted as the top-ranked overall employer and in the aviation/telecommunications industries respectively. Both companies emphasize a fast-paced and innovative work culture to engage Gen Y employees.
Accenture has chosen to retrain many of its employees whose jobs are being displaced by automation, rather than lay them off. The company spends $1 billion annually retraining its 470,000 employees. It has found that effective retraining requires highly specialized training programs tailored to individual needs, as well as support from counselors during and after the process. One employee profiled was retrained from a mortgage underwriting role to a software testing job and has found new career opportunities as a result. However, retraining is not always successful, as some employees may not be interested in new roles or may quit.
The document discusses the importance of executive education and continuous skills development for HR professionals. It provides perspectives from industry experts on the skills needed for HR professionals to remain relevant, such as emotional intelligence, coaching skills, and the ability to align HR strategies with business goals. Examples of executive education programs that can help equip HR professionals with these skills, such as coaching certifications and courses on performance management, are also highlighted.
The document discusses recent initiatives and improvements at Pakistan International Airlines (PIA). It summarizes efforts by various departments, including introducing automated processes to curb fraudulent bookings by travel agents, deep cleaning missions to improve aircraft cleanliness, making cockpits paperless, and reducing PIA's employee to aircraft ratio through strategic fleet expansion plans. The overall aim is to transform PIA into a more efficient and customer-focused airline.
The talent acquisition function has seen changes with technology and data becoming core aspects of effective recruitment partnerships. Talent partners are evolving from external supports to indispensable organizational members. Organizations now measure return on investment of talent services and new hires. While sourcing talent is no longer challenging, selection has become more complex.
The document discusses careers in the insurance industry and attracting top talent. It summarizes the views of several professionals in the industry:
- Steven Lawes, Managing Director of a recruitment firm, says the insurance industry offers diverse career paths and limitless progression for motivated individuals.
- Jo Moxon of BGL argues the industry should promote opportunities in data science, digital technology, and social media to attract young recruits and refresh its image.
- Richard Buckingham agrees the industry is focusing more on customer data and analytics roles to improve customer experience.
- Margaret Doyle says insurers should better promote the variety of insurance roles on campuses and address perceptions it is male-dominated.
- David
The document discusses how companies are adopting unconventional strategies to become truly global by having dispersed teams located in different regions. This poses the challenge of ensuring all remote teams are working towards the same goals. Speakers at a conference discussed how organizations are shifting their centers of gravity to new markets while expanding globally. They debated how to build leaders who can perform globally. Companies are focusing on creating talent internally and giving young employees opportunities to grow and make mistakes rather than external hiring.
The document discusses the HR policy of an architectural firm, Ministry of Design, which allows employees to leave work at 3:30pm on Fridays. This gives staff an early start to their weekends to run errands or pursue personal interests before crowds form. The firm founder designed this policy partly so employees could avoid crowds and have a more concentrated work week from Monday to Thursday. As a result, the company culture is intense during regular working hours to maximize productivity. The early Friday release has become an attractive recruitment and retention tool for the firm, as it allows employees to maintain a good work-life balance.
The document provides an overview of SkillsFuture, Singapore's national movement to promote lifelong learning. It discusses the goals of SkillsFuture, which are to help Singaporeans develop skills mastery through lifelong learning. It outlines some of the key programs under SkillsFuture, including SkillsFuture Credit which provides $500 to all Singaporeans aged 25 and over for approved training courses. It also discusses the impacts on training providers, who have seen increased business, and on HR departments, who have a role to play in balancing national skills development goals with training needs for both local and foreign employees.
This summary provides an overview of key points about eBay's approach to human resources from the perspective of Klaus Duetoft, Senior Director of eBay's MyHR platform in Asia-Pacific:
- eBay operates in a fast-paced internet sector that requires constantly evolving to stay competitive. Duetoft notes that one year in the internet sector is like four years in traditional businesses due to the speed of change.
- eBay focuses on identifying, retaining, and developing talent through its MyHR platform to support its business needs in this competitive environment. Key areas of focus include talent engagement, development, and sourcing new talent.
- Despite its large size, eBay remains nimble and tailors its HR strategies
1) Levi Strauss & Co. has focused on using technology to empower employees and managers through self-service access to information in order to allow HR to focus on more strategic priorities like business partnering, talent development, and employee engagement.
2) The company strives to maintain its core values of empathy, originality, integrity, and courage and create a culture of performance, accountability, and employee engagement.
3) Levi Strauss & Co. provides training programs for managers, leaders, and retail staff to develop skills and understand the company's heritage and aims to engage employees through initiatives like community service days.
Andrew O'Brien has over 20 years of experience in the global drinks industry. He began his career in 1994 with Southcorp Wines and has since held several senior leadership roles in Australia and New Zealand. In 2012, he was appointed General Manager of Southeast Asia, India, Japan and Korea based in Singapore. He has expanded his role to include markets in the Middle East and Africa. O'Brien has a solid reputation for nurturing strategic partnerships and fostering sustainable growth in emerging markets.
The document discusses recent changes to HR compliance requirements in Singapore, including two weeks of funded paternity leave and issuing itemized pay slips. It outlines challenges that HR departments face in ensuring compliance, such as justifying foreign hires and considering local job applicants fairly. HR professionals interviewed say smaller companies may struggle with compliance costs but that benefits like paternity leave improve staff retention without hurting productivity. Overall, HR must understand evolving employment laws to navigate complex compliance issues.
Lee Murphy, Senior HR Director at Microsoft Asia Pacific, discusses Microsoft's cultural transformation under CEO Satya Nadella. Microsoft is embracing disruption and innovation in the technology sector by shifting to a growth mindset. It is focusing on building agility, putting customers first, increasing collaboration, and breaking down silos. Microsoft's key areas of focus include cloud computing, workforce diversity and inclusion, and strengthening manager excellence. The company aims to develop a diverse talent pool and align its values with its vision of making a positive impact.
This document summarizes an interview with Bastien Grandgeorge, the CEO of Decathlon for Singapore and Indonesia. Some key points:
1) Grandgeorge describes Decathlon's culture as having no hierarchy and emphasizing sincerity, generosity and vitality. Employees are encouraged to be themselves and make decisions without worrying about titles.
2) Decathlon's recruitment process involves candidates playing sports before interviews to assess personality and teamwork skills over academic qualifications. Hiring is focused on finding people with the right passion and values.
3) As Decathlon expands rapidly, a major HR challenge is recruiting and developing young talent into future leaders while supporting mistakes as part of the learning process. Digital
Rafael Nadal has returned to tennis after a seven-month injury layoff. He has won three consecutive titles, showing no signs of discomfort from his knee injury. While he still feels some pain, doctors say his knee is improving. Nadal is considered the heavy favorite to win an unprecedented eighth French Open title based on his past dominance at Roland Garros, where he has a near perfect record and seven previous championships. His top competitors, Roger Federer, Novak Djokovic, and Andy Murray, will attempt to stop Nadal's bid for history at the French Open in late May.
Serena Williams suffered an early loss at Wimbledon but won the Swedish Open in July. With 51 wins in 2013 and seven titles for the year, she will now focus on defending her US Open title. Williams has won the US Open four times and has a strong record there, but has also faced criticism for her behavior in 2009 and 2011 finals. However, her recent win in Sweden demonstrates she is still playing well heading into the US Open.
The document provides an overview of the Six Nations Rugby Championship, including its history and traditions. It discusses the concept of a Grand Slam for a team that wins all its matches and the Triple Crown for a UK nation that defeats the other three. It also introduces the captains of the six participating nations ahead of the 2013 tournament: Sam Warburton (Wales), Chris Robshaw (England), Thierry Dusautoir (France), Brian O'Driscoll (Ireland), Sergio Parisse (Italy), and Kelly Brown (Scotland).
The NBA season is set to begin in October 2013. The Miami Heat won their second consecutive championship in June 2013, led by LeBron James. Several NBA teams underwent coaching changes in the offseason, including the Cleveland Cavaliers rehiring Mike Brown and the Brooklyn Nets hiring Jason Kidd. The San Antonio Spurs will look to challenge the Heat again after losing in the 2013 NBA Finals. The Heat will be favored to win a third straight title led by James, Dwayne Wade, and Chris Bosh.
1) The Miami Heat and Oklahoma City Thunder finished as the last two teams standing in the 2012 NBA Finals, with the Heat winning in 5 games. This season, both teams have had strong regular seasons and are positioned to make another Finals run.
2) The Heat have continued their dominance behind their "Big Three" of LeBron James, Dwyane Wade, and Chris Bosh, winning 27 straight games at one point. They finished with the best record in the Eastern Conference.
3) The Thunder struggled early but found their form behind Kevin Durant, Russell Westbrook, and Serge Ibaka to win 60 games and their third straight division title, securing home court advantage for the playoffs.
1) Lewis Hamilton left McLaren to join Mercedes for the 2013 season, signing a three-year $15 million contract.
2) While Mercedes' cars have not been competitive recently, Mercedes is focusing their efforts on the major engine regulations changes in 2014 in hopes of giving Hamilton a competitive advantage.
3) Mercedes has hired experienced Formula 1 leaders like Toto Wolff and continues working closely with Hamilton as they aim to develop a championship-winning car for him.
This document provides an overview of the LionsXII soccer team's recent victory in the Malaysian Super League and their upcoming participation in the Malaysia Cup competition. It discusses the team's chances of replicating the 1994 Dream Team's achievement of winning both the league and cup titles. The coach believes expectations are high but the team is staying focused on taking things one game at a time. It also provides background on the prestigious Malaysia Cup tournament and Singapore's past successes in it.
This document discusses MBA programs and their value for working professionals. It provides details on several top MBA programs in Asia, including the National University of Singapore MBA and Nanyang Technological University MBA. It also discusses the ESSEC Executive MBA Asia-Pacific program. The document finds that demand for MBAs in Asia remains strong, with MBA recruitment in Asia projected to increase 8% and China being a major MBA market. It also notes the importance of international experience, leadership skills, and specializations like business development and marketing for MBA students and graduates.
Shell, Microsoft, and DBS Bank all implement thorough onboarding programs for graduate recruits to help them transition smoothly into their new roles and organizations. The programs provide orientation, training, mentorship, networking opportunities and job rotations. They aim to ramp graduates up to productivity quickly and improve engagement and retention. Shell's 12-step program begins before hiring and includes a 5-month leadership program. Microsoft's includes a 2-year academy program focused on technical and soft skills development. DBS Bank provides extensive training, rotations with exposure to different businesses, and personalized learning roadmaps.
Big data and analytics are buzzwords that companies hope will boost performance, but many are unsure how to utilize analytical tools effectively. While 96% of major companies surveyed admit they could make better use of big data, a Black & Veatch report found 32% do not know how to use analytics technologies. HR departments in particular have significant data that could be analyzed to improve strategies and measure return on investment in talent programs. However, experts caution that quality of data is more important than quantity, and companies should start with small, targeted analytics projects linked to clear business goals to build confidence in the value of data-driven decision making over time.
The document discusses how companies are increasingly using social media for internal communication and employee engagement purposes beyond just talent recruitment. A KPMG report found that social media is being used to improve internal effectiveness, enable mobility and collaboration, and facilitate true 360-degree feedback. Many large companies like Nokia, Singtel and Red Hat are leveraging social platforms internally to improve information sharing, collaboration across locations, and feedback exchanges between employees and customers.
Corporate Health (Global Coverage)_14.04Sham Majid
The document discusses the growing trend of mobile workers around the world and the need for companies to provide adequate health coverage for employees working in potentially dangerous locations abroad. It notes that the number of mobile workers is expected to hit 1.3 billion by 2015, representing over a third of the global workforce. As political and safety risks rise for these employees, comprehensive international health insurance plans are increasingly important to protect workers' health and ensure access to healthcare wherever they are. The article examines factors for companies to consider in selecting the appropriate coverage for their mobile workforce.
1. 14 15ISSUE 16.3 HRMASIA.COM ISSUE 16.3 HRMASIA.COM
HR INSIDER HR INSIDER
“We are in a very competitive
environment. So, peoples’ mindsets,
flexibility and adaptability are things
that are challenging us.”
“When we are small, we are a ‘big
family’; but as we grow, holding people
together and still continuing to have a
fun working environment is not easy.”
HR in the airline business
For a company that lives and breathes
“Scootitude”, it might be surprising that
Tan believes talent engagement is a key
challenge across the aviation sector.
“More than half of your staff are not in
the same office as you,” she points out.
“Coming up with policies for all
the millennials and the use of social
media, as well as educating yourself
about what to communicate and what
not to communicate in the public arena
can be quite a challenge.”
Tan also says the use of ‘big data’ to
predict trends as well as the talents
an organisation selects is another
ongoing issue.
“Particularly in this industry, safety
consciousness and awareness are two
key attributes that will continue to be
of major importance to aviation. We
will be looking further at doing more
to inculcate such a culture across the
whole company, beyond technical and
operational area,” she explains.
Tan says the utilisation of technology is
of vital importance to Scoot’s operations.
a variety of positions.
“It was about setting up the structure
and getting people to come in with the
exact skillsets that we needed in order
for us to start up on time,” she explains.
“We were only incorporated in June,
2011 and we had our first flight in June
2012. It was really a lot of effort required
and we were therefore most focused on
talent acquisition when we first started.”
According to Tan, the low-cost
airline, owned by Singapore Airlines, is
now transiting people from a start-up
phase into a growth phase.
“We constantly need to manage and
change mindsets. We are no longer
in a start-up where we are just task-
oriented,” she says.
Tan says the complexity of the airline
business is another obstacle.
“Once we start up the operations, it’s
about being profitable and about gaining
a position in the market,” she states.
In the eyes of most people, cabin
crews need to be prim and proper;
such is the assertion of Theresa Tan,
Head of HR for Scoot.
“It’s always the ‘Singapore Girl’ kind
of image,” she says. “But, our image is
really a bit different.”
How different, you may ask.
“I think we give a lot of
empowerment to our staff to have their
own personality,” Tan explains.
“For example, our cabin crew are allowed
to dye their hair in different colours,
which is not a norm in most airlines.”
According to Tan, the airline’s cabin crew
is epitomised by its “Scootitude” culture.
“Scootitude is about our crew
being empowered to engage with our
passengers onboard,” she says.
“If it’s Chinese New Year, they can
dress up and sing and dance along with
them. When it’s Halloween, they paint
their faces.”
This fun-loving culture is personified
most vigorously by none other than
Campbell Wilson, CEO of Scoot.
“He himself painted his face during
the SG50 celebrations and there was a
video of that,” says Tan.
“Scootitude is really defined by that
type of culture.”
The transition phase
Tan reveals that when Scoot was first
set up, the most pressing need for the
carrier was to secure skilled people for
Air carrier Scoot continues to shift
away from its start-up mentality as
it rapidly expands its business. But
the company’s zany and colourful
culture is here to stay, says Head
of HR, Theresa Tan
Sham Majid
sham@hrmasia.com.sg
AT A GLANCE
Total number of employees at Scoot
(Singapore): 834
Size of the HR Team (Singapore): 16
Key HR Focus Areas:
- People Engagement
- Leadership Talent Development
- Employer Branding - Pro-active
Talent Acquisition
- Change (and Growth) Management
GOING AGAINST
THE NORM
2. 16 17ISSUE 16.3 HRMASIA.COM ISSUE 16.3 HRMASIA.COM
HR INSIDER HR INSIDER
groups such as cabin crew,” she explains.
As for the hiring of cabin crew, Tam
also cites that Scoot’s talent pool
comes mainly from the polytechnics
and their fresh graduates.
“Hence, we engage and collaborate
a lot with these schools. We have not
yet moved into Institute of Technical
Educations, but that will be an area we
will soon go into for cabin crew.”
Tan also says Scoot will be looking
to grow its talent pipeline through
the introduction of graduate talent
development programmes.
“For the past four years, due to our
development phase, we have not yet
implemented this strategy,” she says.
“One area we are looking to be very
strong in is numbers and in analytical
skills, such as financial analysis.
“We want people to be able to undertake
competitor studies in response to the
market movements. This area of revenue
management expertise is not something
you can easily acquire within Singapore.”
Plotting training “routes”
From Tan’s perspective, the career
pathways of pilots and cabin crew are
very structured.
“When they come in, they are already
aware of things such as how many hours
they need to fly to reach a certain level,
and when they qualify they go through a
selection process,” she elaborates.
As for non-flying crew, Tan
acknowledges that it’s quite difficult to
fit somebody into a fixed career roadmap.
“Obviously, you are aware of the next
level and for example, if you come in as an
executive, the next level you can go to is
that of an assistant manager,” she says.
“So, you know where you are going.
As to how long you will take to get
there, I think it’s quite difficult to have
a fixed timeline.”
With the airline industry being highly
regulated, Tan points out that most of
Scoot’s training programmes focus on
addressing these regulatory needs.
“For cabin crew, we do have
leadership training to make sure they
are really able to lead in stressful
situations within the aircraft itself.
Pilots also require training to go from
one level to another,” she explains.
Tan also reveals that crew resource
management is another important
aspect for Scoot’s HR team.
“It’s an aviation-specific method
of interpersonal skills focused on the
outcome of reducing human error and
maximising flight safety,” she says.
“Those are the programmes that we
usually structure for our employees to
complete during their careers with us.”
As Scoot has been channelling all its
energies since 2011 into acquiring people
with the necessary skills, Tan reveals
that affording training opportunities for
ground staff has been difficult.
This year though, Scoot already has
a programme in place to roll out for
ground staff.
“It’s more of a leadership
development programme for managers.
We are going to introduce different
modules for the managers as well as
coaching sessions,” she explains.
“I feel that different people learn
differently. So, we are not looking to
fix with just one type of development
programme.”
With Scoot constantly looking to
expand its global footprint and open
more flight routes, Tan says more
career opportunities will mushroom,
even some overseas-based positions.
“For example, if we set up joint ventures
overseas, we have staff who aspire to be
posted internationally. China is another
area that we are expanding into,” she adds.
It’s all about the talk
While Scoot may not boast the resources
or glamour of its full service carrier rivals,
it attempts to punch above its weight
through its culture and personality.
In order to foster this spirit, it
becomes even more imperative to
effectively engage with employees.
Tan stresses that one of the
key elements of this is effective
communication.
“In the different categories of staff that
we have had since the start-up, even in the
small meetings that we have with our staff,
our CEO himself is involved,” she says.
“Probably, four or five times a year
in our office, we will have a mini-town
hall meeting where everybody will just
gather around in the office itself.”
“For the crew specifically, we have
different sessions that we organise for
our CEO to speak and engage with staff.”
For example, Tan says Scoot employees
are aware that the organisation has
ordered 20 new aircraft which will be
delivered over the next few years.
“So, the growth is listed in front of
them for the next three to five years.
With all these plans ahead, they know
where we are focusing.”
Recently, Scoot also changed all of its
aircraft to 787 Dreamliners, something
employees are keenly aware of.
“We are the first to have the whole
787 Dreamliner fleet here. It’s really
all about communication; when people
know what is coming, they know what
they are working for,” Tan elaborates.
Rewarding for contributions
From the start, Tan says Scoot’s
philosophy has been that the organisation
is not the top payer of talent.
“Obviously, we can’t compete with
full-serviced carriers,” she states.
Hence, the company pays employees
for what they contribute and what they
work for, along with how they perform.
“I think the crew look for things like
the ability to change their rosters, to
control their own lifestyles, and when
they fly and do not fly,” Tan explains.
“They feel rewarded when we give
them these small little things. They can
also exchange points for little awards.”
“With the kind of mobile office that
we have, the only way to communicate
and connect ourselves together is
actually through technology,” she says.
“That is the strategy we have always
adopted, and for the past two years,
we have been very focussed on getting
all our self-service systems up and
running in order to engage with our
staff and connect with them.”
Fighting with the big boys
It is not rocket science to figure out that
Scoot is in a constant battle with its more
established counterparts when it comes
to earning a slice of the aviation pie.
“We are competing with the full service
carriers all the time,” Tan confesses.
“Even with cabin crew, you can see
Emirates and other Middle Eastern
airlines will come to Singapore to conduct
road shows and hire people from here.”
Just to give an inkling of the intense
level of recruitment competition
between aircraft carriers, Tan reveals
that when Scoot first started, the
organisation had less than five
Singaporean pilot applicants.
“I had to hire from overseas,” she recalls.
“Back then, we didn’t have the luxury of
time. To train pilots, you actually need to
plan ahead at least two years in advance.”
Tan says Scoot adopted a novel
approach when it came to recruiting
pilots and cabin crew as a result.
“I think pilots are a very small
community and they have their own
online forums. So, we targeted the
forums and went in to publicise our
vacancies, and this also applied to other
THERESA TAN
Head of HR
IVAN CHUAH
HR Manager
(Business Partner)
ONG CHING
LUI
HR Manager
(Business Partner)
KEITH NG
Senior HR Manager
(Compensation and Benefits,
Information Systems and
Shared Services)
GEORGE CHAN
HR Manager
(Talent Management)
GRACE TEO
HR Manager
(Talent Acquisition)
WHO’S WHO IN HR
Taking to the skies
In 2015, Scoot kickstarted its very own
customised, 18-month cadet pilot training
programme, developed together with
Singapore Flying College. After graduating
from this programme, cadets will undertake
additional training to ensure they are
fully equipped with the essential skills
and knowledge to fly Scoot’s Boeing 787
Dreamliner. “Our first batch of cadets are
expected to join the Scoot family in 2017,”
says Theresa Tan, Head of HR for Scoot.
For example, if a cabin crew
member does something positive,
their crew-in-charge or managers can
reward with them something known
as “Scootie Points”.
“They can then exchange these points
for things they value, one example
of which is specific destinations they
wish to fly to,” says Tan.
“They can request to be put in
flights to that specific destination.
To our staff, flying to their desired
destinations is like flying for a
holiday.”
Tan says ground staff also get to
travel at very low rates.
“They can buy unlimited tickets
for their friends and family as well,”
she adds.
Leading from the front
The “Scootitude” spirit is also
espoused by Tan herself.
“It’s not fixed that you must come in
everyday in corporate attire,” she says.
“Some days, I even come to work in
shorts.”
However, it is clear that Wilson
is the chief driving force behind
cultivating the “Scootitude” culture:
one that is open, dynamic, friendly,
and quirky.
“Our CEO doesn’t really have an
office,” she adds.
“He just rolls over two seats when
he wants to talk to me.”
Fostering diversity and inclusion
TheresaTan,Head of HR, Scoot, says the company has both female and male cabin crew who are
above the age of 50.
In fact, some of them are also in charge of crew.
“For us, we do not set an age limit as long as the employee is physically fit,” Tan explains.
Tan says Scoot also hires female pilots, with the airline having started with one female captain.
“We now have two female captains and one whom we recently hired as a second officer. Another
has just started her cadet pilot programme,” she adds.