Recommendations

Qantas' organisational structure and culture have faced substantial challenges in recent years. Due to a significant reduction in air travel demand during the pandemic, these challengeshave been significantly more difficult.

Several changes have been made to Qantas' business model. As part of these modifications, the airline's fleet has been reduced, and Qantas has economised its flight routes ("Looking ahead" 2022). Additionally, the corporation has reduced operating costs, laying off thousands of employees and shifting to a contracted workforce. Although these shifts are necessary for the current climate, they will have long-term effects on the company and its employees. In recent times, Qantas has fallen short of expectations. Qantas' most valuable asset is its employees; Qantas must take the necessary protections to safeguard this resource (Storey, Ulrich & Wright 2019).

As a part of its ongoing Strategic Human Resource Management (SHRM) practices, Qantas can focus on three areas of improvement. Firstly, as a part of its continuing communication strategy, Qantas should explore how to improve communication involving the employees, the contractors and the consumers. Secondly, improve the training processes, and thirdly, conduct an ongoing review of the practices.

Communicating effectively to employees

For continued success, Qantas needs to maintain a strong business partnership with contractors and employees by prioritising its communications systems. Stakeholders in the organisation will benefit significantly from effective communication if they want to balance their long-term strategies, which revolve around culture and people, with short-term strategies that focus primarily on cost (Healey 2016). Communication affecting the employees should be one of an organisation's critical foundations because employees are the main reverberators of a brand's ethos.In order to maintain employees and consumers' trust, the company's conduct and transparency are vital(Ferreira 2019).

Bringing efficiency to customer operations is key to the company's long-term financial success. It is necessary to develop a strong workforce that can improve yearly performance by aligning with the company's business strategy (Rivera-Prieto, Santana & Lpez-Cabrales 2022). While key stakeholders, employees, and contractors can face challenging situations when making enhancements, they still need to follow visible leadership and be transparent at every level of the organisation. Trust, confidence, and resilience will be established among all team members by acknowledging the complexities, overcoming them, and managing toaccomplish the target (Buhusayen, Seet & Coetzer 2020).

Training programs

An improved training program for contractors and employees is necessary to restore Qantas' efficiency. For contractors and employees to successfully perform their jobs, they need the correct training, support and an understanding of wide-ranging operations. Doing so will enable them to perform their duties more efficiently and avoid any further errors that could disrupt Qantas' operations.

A key strategy of Qantas is to connect culture and performance ("Looking ahead" 2022). This could be a successful and innovative approach to creating a robust and efficient employee training program in the future. Qantas has already established a one-day training program undertaken by all human relations department employees, focusing on core business strategies (Healey 2016). This should be expanded and look to include ground, airport and cabin operations teams and ensure a unified approach is utilised to shape all employee training facets. Qantas can integrate innovative technology into its routine operations so the entire team can understand their responsibilities. Mobile devices are beneficial in this scenario as they allow every service manager and front-line duty manager at Qantas to communicate effectively. This technology will allow feedback channels to connect with every essential update directly, and channels will be suggested to customers for smooth communication (Crispin, Vasumathi & Subashini 2016). In turn, it will assist the team and contractors in understanding how they are performing in line with business operations and expectations. Additionally, the technology can connect the team, allowing the front-line global workforce to keep in continual communication. By establishing an effective recognition policy connected to accountability and overall results, especially on performance aspects, strategic elements can be carried forward to their highest potential (Byrne 2022).

Ongoing review of practices

Qantas needs to re-establish itself as an attractive employer. The ongoing business objective of outsourcing and employee cuts has seen significant reputational damage. Although Qantas cannot return to its original employee structure, re-establishing a market-leading position will assist Qantas' current employee difficulties. To eliminate any financial issues in the future, Qantas needs to fulfil its commitment to offering meaningful jobs that offer superior benefits and competitive salaries (Byrne 2022). Additionally, the company's industry approach should not be driven solely by profits but recommit to a focus on being a leader in both safety and customer dedication in the industry.

In order to bring more consistency to every business aspect that is typically employee-driven, important meetings need to be held to make modifications to communication stages and the training framework ("Employee Relations" 2020). Employee interests and preferences must be considered in an employee-driven approach. The application of the potential training model would involve conducting focus groups and workshops. Employees' grievances would be highlighted in these sessions, and practical solutions would be developed to resolve issues (Chmielewska-Muciek, Jakubczak & Marzec-Braun 2021).

Communication and training frameworks need to be continually reviewed and adjusted by an ongoing review of the SHRM practices. In order to ensure that its SHRM practices run smoothly and efficiently, there must be authentic leadership techniques. Effective communication in the SHRM policy needs to contribute positively to productivity, safety, innovation, learning, and teamwork. Consequently, the business must operate with internal and external stakeholders (Rivera-Prieto, Santana & Lpez-Cabrales 2022). By implementing a leadership strategy with an ongoing review process, individuals or team members will feel more comfortable with possible changes at the business level. It will be necessary for Qantas' to devise an effective action plan if complexity or challenges escalate rapidly. All stakeholders of the business must get together and discuss ways to resolve any ongoing crises thoroughly.

Conclusion

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Healey, B 2016, "How did Qantas improve its human resources management?," The Australian HR Institute, viewed 23 September 2022, .

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Rivera-Prieto, JC, Santana, M & Lpez-Cabrales, 2022, "Turnaround and human resource strategies during the COVID-19 crisis," BRQ Business Research Quarterly, p. 23409444221120052.

Storey, J, Ulrich, D & Wright, PM 2019, Strategic Human Resource Management : A Research Overview, Taylor & Francis Group, Milton, UNITED KINGDOM.

Are you able to critique HRS management of Qantas?