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The "People" Focus: Human Resources at Alaska Airlines Video Case TO With thousands of employees spread across nearly 100 locations the "Fourth Stripe" to train for promotion into the captain's seat in the United States, Mexico, and Canada, building a commit- on the left side, along with all the additional responsibility that ted and cohesive workforce is a challenge. Yet Alaska Airlines is entails (see exterior and interior photos of one of Alaska Airlines' making it work. The company's "people" focus states: flight simulators on the opening page of this chapter). While airplanes and technology enable us to do what we do, Customer service agents receive specific training on the com- we recognize this is fundamentally a people business, and pany's "Empowerment Toolkit." Like the Ritz-Carlton's famous our future depends on how we work together to win in this customer service philosophy, agents have the option of awarding extremely competitive environment. As we grow, we want to customers hotel and meal vouchers or frequent flier miles when strengthen our small company feel .. . We will succeed where the customer has experienced a service problem. others fail because of our pride and passion, and because of Because many managers are cross-trained in operational duties the way we treat our customers, our suppliers and partners, outside the scope of their daily positions, they have the ability to and each other. pitch in to ensure that customer-oriented processes go smoothly. Even John Ladner, Director of Seattle Airport Operations, who Managerial excellence requires a committed workforce. is a fully licensed pilot, has left his desk to cover a flight at the last Alaska Airlines' pledge of respect for people is one of the key ele- minute for a sick colleague. ments of a world-class operation. Effective organizations require talented, committed, and Along with providing development and training at all levels, managers recognize that inherent personal traits can make a trained personnel. Alaska Airlines conducts comprehensive huge difference. For example, when flight attendants are hired, training at all levels. Its "Flight Path" leadership training for all the ones who are still engaged, smiling, and fresh at the end of a 10,000 employees is now being followed by "Gear Up" training very long interview day are the ones Alaska wants on the team. for 800 front-line managers. In addition, training programs have Why? The job requires these behaviors and attitudes to fit with been developed for Lean and Six Sigma as well as for the unique the Alaska Airlines team-and smiling and friendly flight attend- requirements for pilots, flight attendants, baggage, and ramp per- ants are particularly important at the end of a long flight. sonnel. Because the company only hires pilots into first officer Visual workplace tools also complement and close the loop positions-the right seat in the cockpit, it offers a program called that matches training to performance. Alaska Airlines makes 438 PART 2 DESIGNING OPERATIONS full use of color-coded graphs and charts to report performance Discussion Questions* against key metrics to employees. Twenty top managers gather weekly in an operations leadership meeting, run by Executive VP 1. Summarize Alaska Airlines' human resources focus in your of Operations, Ben Minicucci, to review activity consolidated into own words visual summaries. Key metrics are color-coded and posted promi- 2. Why is employee empowerment useful to companies such as nently in every work area. Alaska Airlines? Alaska's training approach results in empowered 3. What tools discussed in the chapter might be employed to employees who are willing to assume added responsibil enhance the company's training and performance efforts? Why? ity and accept the unknowns that come with that added responsibility. "Before answering these questions, you may wish to view the video that accompanies this case
