Southwest Airlines has a unique culture focused on investing in front-line leaders and hiring for attitude over skills. They train supervisors who work alongside employees to coach rather than discipline. New employees go through ongoing training and a trial period. Job descriptions are flexible and employees help in different roles. Conflicts are used to build relationships through communication between parties. Broad performance metrics are used rather than focusing on accountability. Unions are treated as partners rather than adversaries. The culture emphasizes fun, importance of work, and that people are important.
Communicating in a Crisis : The Case of Jet AirwaysKrishna Chaitanya
This gives you a clear idea on how to communicate in an organization to employees when surrounded by a crisis. It also elicits examples on what a business leader's role is. Jet air-ways case study simplifies this HR leadership role.
Communicating in a Crisis : The Case of Jet AirwaysKrishna Chaitanya
This gives you a clear idea on how to communicate in an organization to employees when surrounded by a crisis. It also elicits examples on what a business leader's role is. Jet air-ways case study simplifies this HR leadership role.
Southwest Airlines in 2014: Culture, Values, and Operating PracticesTran Thang
This Presentation answer these questions:
1. Is there anything that you find particularly impressive about Southwest Airlines?
2. What grade would you give Southwest management for the job it has done in crafting the company’s strategy? What is it that you like or dislike about the strategy? Does Southwest have a winning strategy?
3. What are the key policies, procedures, operating practices, and core values underlying Southwest’s efforts to implement and execute its low-cost/no frills strategy?
4. What are the key elements of Southwest’s culture? Is Southwest a strong culture company? Why or why not?
5. What grade would you give Southwest management for the job it has done in implementing and executing the company’s strategy? Which of Southwest’s strategy execution approaches and operating practices do you believe have been most crucial in accounting for the success that Southwest has enjoyed in executing its strategy? Are there any policies, procedures, and operating approaches at Southwest that you disapprove of
or that are not working well?
6. What weaknesses or problems do you see at Southwest Airlines as of mid-2014?
7. Do you approve of the AirTran acquisition and the way that Southwest has gone about integrating AirTran
into its operations? Is the integration taking too long? Why go so slow?
This presentation encompasses the classic case study of Southwest Airlines, USA.
Explaining why they have been so successful even in recession period.
It is a part of case-study based lectures at Symbiosis Institute of Business Management, Bangalore.
CASE STUDY : The Treadway Tire CompanyTanya Taneja
The Treadway Tire company plant in Lima, Ohio is the companys one of the biggest plants and most important. It has been plagued with high employee turnover at the foreman level resulting in low productivity. Ashley Wall, the HR Director of the plant is faced with the task of investigating the problems and presenting her recommendations to Brandon Bellingham, the plant manager.
This workshop by Mandy Williams, Participation Cymru Manager, gave the opportunity to explore the relationship between effective staff engagement and improved public engagement.
Participants looked at the benefits of effective staff engagement, explored what it felt like to be an engaged employee and identified ways of engaging staff better.
Fe wnaeth y gweithdy yma gan Mandy Williams, Rheolwr Cyfranogaeth Cymru, rhoi’r cyfle i edrych ar y berthynas rhwng ymgysylltu effeithiol gyda staff a gwell ymgysylltu gyda staff.
Edrychodd cyfranogwyr ar y manteision o ymgysylltu’n effeithiol gyda staff, wnaethon nhw ystyried sut beth yw bod yn weithiwr sy’n ymgysylltu ac fe wnaethon nhw glustnodi ffyrdd o ymgysylltu'n well gyda staff.
Build it | Glenn Elliott & Debra Corey | A guide to the best Employee Engagem...Muhammad Nizam Uddin
Build It: The Rebel Playbook for World Class Employee Management by Glenn Elliott (A software engineer by training and MBA drop out by choice, it took a ten-year corporate career for him to understand how employee disengagement feels.) & Debra Corey (Author, speaker, global rewards director and employee engagement rebel).
Southwest Airlines in 2014: Culture, Values, and Operating PracticesTran Thang
This Presentation answer these questions:
1. Is there anything that you find particularly impressive about Southwest Airlines?
2. What grade would you give Southwest management for the job it has done in crafting the company’s strategy? What is it that you like or dislike about the strategy? Does Southwest have a winning strategy?
3. What are the key policies, procedures, operating practices, and core values underlying Southwest’s efforts to implement and execute its low-cost/no frills strategy?
4. What are the key elements of Southwest’s culture? Is Southwest a strong culture company? Why or why not?
5. What grade would you give Southwest management for the job it has done in implementing and executing the company’s strategy? Which of Southwest’s strategy execution approaches and operating practices do you believe have been most crucial in accounting for the success that Southwest has enjoyed in executing its strategy? Are there any policies, procedures, and operating approaches at Southwest that you disapprove of
or that are not working well?
6. What weaknesses or problems do you see at Southwest Airlines as of mid-2014?
7. Do you approve of the AirTran acquisition and the way that Southwest has gone about integrating AirTran
into its operations? Is the integration taking too long? Why go so slow?
This presentation encompasses the classic case study of Southwest Airlines, USA.
Explaining why they have been so successful even in recession period.
It is a part of case-study based lectures at Symbiosis Institute of Business Management, Bangalore.
CASE STUDY : The Treadway Tire CompanyTanya Taneja
The Treadway Tire company plant in Lima, Ohio is the companys one of the biggest plants and most important. It has been plagued with high employee turnover at the foreman level resulting in low productivity. Ashley Wall, the HR Director of the plant is faced with the task of investigating the problems and presenting her recommendations to Brandon Bellingham, the plant manager.
This workshop by Mandy Williams, Participation Cymru Manager, gave the opportunity to explore the relationship between effective staff engagement and improved public engagement.
Participants looked at the benefits of effective staff engagement, explored what it felt like to be an engaged employee and identified ways of engaging staff better.
Fe wnaeth y gweithdy yma gan Mandy Williams, Rheolwr Cyfranogaeth Cymru, rhoi’r cyfle i edrych ar y berthynas rhwng ymgysylltu effeithiol gyda staff a gwell ymgysylltu gyda staff.
Edrychodd cyfranogwyr ar y manteision o ymgysylltu’n effeithiol gyda staff, wnaethon nhw ystyried sut beth yw bod yn weithiwr sy’n ymgysylltu ac fe wnaethon nhw glustnodi ffyrdd o ymgysylltu'n well gyda staff.
Build it | Glenn Elliott & Debra Corey | A guide to the best Employee Engagem...Muhammad Nizam Uddin
Build It: The Rebel Playbook for World Class Employee Management by Glenn Elliott (A software engineer by training and MBA drop out by choice, it took a ten-year corporate career for him to understand how employee disengagement feels.) & Debra Corey (Author, speaker, global rewards director and employee engagement rebel).
Executive Director Essentials: Effective Team DevelopmentAH
Whether you are tasked with building a management team for your organization or filling seats on a volunteer board, the tips presented in this webinar will guide you through the process to make sure that you’re making sound decisions based on knowledge and experience, rather than timing and costs.
Following this webinar, attendees will:
•Understand how to create an accountability chart
•Know how to fill the seats you have with the right talent
•Understand how to conduct meaningful meetings and deal with healthy conflict
•Learn how to incorporate culture into the team building process
•Measure success
Public and in-house workshop led by Jim Clemmer. Next public session in Toronto January 15, 2019. Full details and registration http://www.clemmergroup.com/events/leadership-coaching-workshops/
What does it take to become a leader? This presentation lists leadership imperatives and the action verbs required by managers to turn into transformational leaders
Talent Pipeline Optimisation: Ensuring Your Talented People Realise Their Po...The HR Observer
The purpose of this session is to help participants understand how to build in the appropriate processes and development initiatives to ensure that their organisations’ most talented people make the biggest positive impact in the organisation that they can. Participants will walk away from the session having been introduced to cutting edge ways to accurately identify potential and with the full understanding of what talented people need to be exposed to in order to reach their potential. They will also leave with a clear view of what kills potential in people and a kick-start of how to change the talent landscape in their organisation.
Bill Lawry, Managing Consultant, Nurturing Winners International
“People will have the greatest influence on productivity, excellence, and quality, but only if leaders can empower employees and give them more autonomy while maintaining effective accountability.”
~ The Coach: Creating Partnerships for a Competitive Edge
Rethinking Empowerment to Create a Dynmanic TeamAndrew Cheung
Our Credo & Beliefs for Team Effectiveness
Empowered Employees & Teams
Types of Decision Making
Setting Decision-Making Boundaries
Clearly Defined Boundaries
Effective Communication Skills and Creative Approaches in HRMAssignment Prime
Read this report to know about the need and usage of communication skills in Human resource management. You can get knowledge about the need of communication skills in HRM system with the help of a case study.
Similar to HR Practices at SouthWest Airlines (20)
2. “Professionals” Need Not Apply
Hire For Attitude, Train For Skills
•At SA, leadership is a distributed
process
•One supervisor for every 10 to 12
frontline people
•The supervisors act as “player coaches”
•Since the supervisors work alongside
the employees, they have a high
degree of credibility and influence
•Most coaching takes the form of
problem solving and providing advice
rather than disciplining mistakes
•Supervisors are provided with
leadership training so they know how
to go about their responsibilities. They
start out as supervisors-in-training,
next become functioning supervisors
and then continue to receive ongoing
and regular in-service training sessions.
Invest in
Front-line
Leaders
•Preference when hiring is given to
new people who will be able to
integrate smoothly with other
members on a team
•Allows a trial employment period
before a long-term commitment is
made
•Involves ongoing training
•Focuses on the overall work process
•Incorporates regular job exchanges
•Stresses internal promotion as the
preferred way to fill management
positions
Hire and
Train for
Relationship
Excellence
3. “Our turnaround time isn’t the result of tricks, but the result of our dedicated employees who
have the willpower and pride to do whatever it takes”
• The parties themselves are encouraged to
use every means available to resolve the
conflict themselves first. If that’s not
possible, managers are expected to take
an active role in developing a solution
which will be suitable
• An information gathering meeting is held,
at which both sides of the conflict put
forward their perspectives on the issues
involved. Many times, conflicts sort
themselves out at this stage mainly
because better communication is achieved
• If the conflict is still unresolved, the
managers hold what is called unofficially a
“Come to Jesus” meeting. This is a face-to-
face meeting which takes an entire day. By
the end of this meeting, most problems
have been able to be resolved because of
the dialogue that takes place between the
parties and the managers.
Use Conflicts
to build
relationships
• At Southwest everyone’s job description
is clear and specific but there is an added
requirement that each employee is
expected to “do whatever is needed to
enhance the overall operation – even if
that means helping out with a different
type of job as required”
• Herb Kelleher was an excellent role
model in this regard as well since he
often pitched in to help ground staff
when visiting different ground stations
• Boundary Spanning helps in building a
holistic perspective, building relations
across boundaries and more agility to the
workforce.
Highly
Flexible Job
Descriptions
4. “It’s the way you treat people on a daily basis that impacts the degree of success when you
officially sit down to work out a contract”
• .Some firms spend more time analysing
which department is at fault when
problems occur than they do on trying to
fix the problem itself. Southwest avoids
this by measuring performance broadly.
• Delays are recorded as “team delays”. By
being less precise about the cause of the
delay and measuring performance by the
metrics which matter to customers,
Southwest puts more emphasis on
learning how to avoid a repeat in the
future than on accountability.
• There is a good deal of two-way
communication occurring, which allows
the lessons learned in one station to be
communicated to other stations.
Use Broad
Performance
Metrics
• Southwest is actually the most highly
unionized U.S. airline. Southwest treats
its unions as partners rather than
adversaries.
• Southwest accepts the unions as
legitimate representatives of employees
and as valued partners in the
organization. And doing this removes the
traditional anti-union bias.
• Southwest employees have chosen to
belong to six different unions, there is
anticipation the other unions will help
ensure none of their members make
excessive demands.
• Southwest supplies each union with
accurate information so negotiations can
move forward without confusion and
mistrust
Partner with
the Unions
5. • On-time
performance
• Creating satisfied
customers
Shared Goals
• Understand the links between
each other’s works
• Enhances the coordination and
emergence of innovative ideas
Shared
Knowledge • Each employee treats
others with respect
• Value the contribution of
everyone
Mutual
Respect
Recruiting
Because of the company’s
outstanding reputation, it does
not need to rely on
headhunters or employment
agencies.
Training
The emphasis is on doing things
better, faster and cheaper and
not worry about other
competitors.
Labor Relations
Non-hierarchical and personal
culture of trust that has been
created over time.
Pay Culture
Collective compensation,
relatively low executive pay and
consistent treatment
Value System
Unique CultureBusiness Environment
The People System
THE SOUTHWEST SYSTEM
“Often Imitated But Never Duplicated”
Company culture that keeps employees
motivated and happy.
Set goals and targets for the company as a
whole.
Empowered to make decisions on the spot
Work should be fun; it can
be play, enjoy it
Work is important, don’t
spoil it with seriousness
People are
important,
each one
makes a
difference