1) The organization structure at Sky-high Airways is too complex and hierarchical, which needs to be simplified and shifted toward a more team-based structure. 2) Employee motivation and engagement is low, so programs need to be implemented to boost morale, recognize achievements, and encourage feedback and new ideas. 3) The performance review system is subjective and does not accurately reflect employees' real performance. A new real-time feedback system should be adopted to get accurate feedback from supervisors, colleagues and customers.

1. Team Name-Fighters
 Team Members:
1. Vineet Kaur
2. Archika

2. The revival of Sky-high Airways requires radical transformation from HR
perspective to compete and get stabilize in today’s global business
environment. Problems stated in the case clearly shows that the
organization structure is too complex and need to be simplified.
Motivation and employee engagement is highly needed. Also investment
in employee recognition programs is required so that their moral gets
boosted. There should be open lines of communication for employees to
put forward their ideas and views. Effective Training and development
program is the area which requires attention in detail. Industry involvement
is to be promoted to enhance employees skills and keep abreast of industry
trends. Performance review system needs to be updated. To control the
attrition rate, open communication must be encouraged, techniques must
be employed to get employee feedback and stay interviews must be
conducted frequently to keep ubreast of the employees thoughts and
development.

3.  Organization structure is the same as that was operational few year back. The organization
structure requires a shift away from hierarchical organizational structures and multiple
reporting lines toward models where work is accomplished in teams.
 Creating teams is the key challenge with this structure. This requires a clear understanding of
each employee’s skills, grading his or her leadership experience, details on levels of
experience, degrees and certifications.
HOW things are: How things should be: How things work nowadays:
Shared values and culture
Free flow of information and feedback
People rewarded for their skills and abilities
Transparent goals and projects
A
B
C D E
A
G
D
B
E
F
C

4. Second most important thing that Mr. Vikas Pandey should focus on in
organization is motivation. The problem statement clearly shows that the
organization has unmotivated, apathetic group of employees. Developing talent
within the organization and grooming employees for advancement is the ideal way
to prepare them for the future. Some of the following techniques he may follow:
 Identify people from within: Mr. Pandey should think of having series of informal
conversations with employees at social events, near the water cooler, over lunch, —
that shall give him insight into what his employees are really about. How there
expectations and desires have been molded by key past experiences? What passions
govern their choices?
 Identify the driving force of such employees: These may be as simple as like
creating collaborative work environment, Career advancement opportunities,
Decision-making authority and input.
 Setting the positive tone about the company, positions in the company and life in
general
 Creating the work environment where people are offered sincere praise.

5.  Programs that highlight employees’ successes are a smart investment for any
company. Mr. Vikas Pandey should set budget for awards and really make them a
reward worth earning — cash bonuses, trips and gift cards are all excellent options.
He can make it clear to the employees that this is a major program and have the
prizes to reflect that. Their efforts to qualify will surely correspond
 He should opt for policy where regular meetings and forums are created where
employees can provide input and ideas. He can think of setting up a company email
address for feedback and suggestions is also a great way to encourage employees to
take a more active role in the company. By offering opportunities for employees to
voice their concerns and comment on company and industry issues, the lines of
communication are open to them and they are able to get the view of a big picture.

6. •Job specific skills + development activities relative to employees broader career goals
•Provide them opportunities to practice those specified skills gained during
training within the organization
•Reward and recognize employees for their training and development efforts
•Openly praise employees who seek out training opportunities. Celebrate people who
earn new credentials or certification
Training Framework
•Involve employees in the process of identifying the knowledge, skills, and abilities
they’ll need in the short and long run
.
•The training program must support the change agenda
Mr. Pandey should see that making employees sign the surety bond to serve after
training is creating the bad impression of the organization in the eyes of the employee
and overall in the market as well. The employers don't trust the employee and at the
same time they expect the employee to trust the employer by submitting the original
documents and stay for as many years as the employers has signed the Bond.

7.  Sky high follows bell curve as the performance
management system which is quite subjective
and does not accurately reflect the reality.
 Mr. Vikas Pandey should propose a policy of
Implementing a real-time tool that crowd-sources
both structured and unstructured performance
feedback from meetings, problem-solving
sessions, completed projects, launches, and
campaigns though the technology does not
replace performance conversations between
managers and employees.
 Employees can request feedback from
supervisors, colleagues, and internal “customers”
through a real-time online app that lets people
provide both positive and more critical
comments about each other in a playful and
engaging way.
 Because the data are collected in real time, they
can be more accurate than annual reviews, when
colleagues and supervisors must strain to
remember details about the people they evaluate.

8.  First the HR person should create and maintain a company culture and work
environment in which open communication is encouraged. Employees should feel
comfortable to share their concerns on policies and practices and be given
opportunities to give feedback. HR Person then must act upon it based on employee
feedback to let them know that things are being done because they are being heard.
 HR should implement a variety of techniques for gathering employee feedback,
such as phone hotlines, online and onsite suggestion boxes, employee surveys, focus
groups, new-hire surveys and stay interviews.
 Stay interviews should be regular enough to keep ubreast of the employees thoughts
and development, career goals and interests, which may not be self-evident. It
should be made necessary for employees to rate the company on a number of
factors, like the work environment, direct supervisors and senior management, and
feedback on all aspects of their workplace experience. This is when issues will come
out.
 HR should use both quantitative and qualitative ratings. The quantitative points to
where the issues are, and the qualitative make things clear about what the what the
concern is.