people management
TRANSCRIPT
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Now Everyone Can Fly
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Now Everyone Can Fly
DOB : 30 April 1964 (age 50) in Kuala Lumpur, Malaysia
Education : The Alice Smith School in Kuala Lumpur, Epsom College from 1977 to 1983, and then at the London School of Economics
Occupation Group:Chief Executive Officer Director of AirAsia and founder of Tune Group Sdn BhdChairman of Queens Park Rangers Founder and former team Principal of Caterham F1
Net worth:US$ 625 million (2013)
Name: Anthony Francis Fernandes(also known as Tony Fernandes)
Charismatic Leader : Tan Sri Dr Tony Fernandez
Now Everyone Can Fly
Charismatic Leader : Tan Sri DrTony Fernandez
Anti-hierarchyencourage people to speak up and get “every brain in the game”
Relaxing formality and breaking down walls his office is constructed at the heart of the company no walls no doors
He makes business decisions based on his own experiences, observations and feedback from his
Employees Orientated“To him, employees come first before his customers”. He believes that in having a happy workforce, his staffs will look after his customers anyway.
Walk the Talkadopts a 'walk around' management stylecrews
ABOUT AIR ASIA
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BOARD OF DIRECTORS
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PEOPLE MANAGEMENT PRACTISES
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People Management
People management is a strategic priority for AirAsia, especially at a time
when the Company is rapidly evolving and expanding horizons.
The Company needs to have the right people with the right competencies, in
the right position to lead the Company through this aggressive growth phase.
Securing and Developing Human Capital
AirAsia and the businesses they have invested in are dedicated to hiring and
maintaining a workforce of well-trained, reliable and safety-focused employees at all
levels of their organisations.
In addition to corporate programs for existing employees, an active recruitment
programme is in place to attract and retain qualified individuals from all trades and
professions.
At AirAsia they believe that investing in people ultimately brings the greatest returns.
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People Management
Performance Management System
Given the insatiable demand for quality human capital, AirAsia’s People Department has
devised an annual performance review process. This process involves all their employees
across the Group to be reviewed each year.
The process includes appraisal talks between the managers and their employees. The
approach allows AirAsia to continually assess that its talent pool matches the Company’s
strategic challenges. Active leadership development, international career opportunities
and a results oriented corporate culture are vital for successful development of human
resources within the Company.
This performance management system, which comprises processes and tools for
attracting, developing and securing access to future leaders, plays a central role.
In addition, managers at AirAsia go through different levels of leadership training. These
courses, which foster a common approach to business and leadership, are intended to
take AirAsia forward and improve overall business results through accelerated
development of managerial leadership capabilities of managers.
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People Management
Internal Recruitment
AirAsia continued to recruit the overwhelming majority of its talent internally. With over
employees across eleven countries, AirAsia is blessed with a multi-pool talent and their
People Department is entrusted with the duty to identify and propel these talents to
greater heights. The primary goal is to increase the number of young potentials in the
Group and to develop the AirAsia employer brand.
Injecting New
In the transition towards becoming a more consumer insight-driven Company, AirAsia
saw the need to inject external competencies and skills, particularly in areas such as
Marketing, Product Development and technical consultants. Over time, they believe the
Performance Management process will contribute reinforcing and honing these necessary
skills within the Company.
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People Management
Diversity
With market presence in eleven countries, AirAsia is a global brand and the management
recognises the importance of having a diverse workforce to better serve a wide range of
markets and consumers. Driving greater cultural and gender diversity has been an added
benefit of AirAsia brand penetration to regions where AirAsia previously had no exposure.
Reward
Air Asia motivate employee by rewards such as bonuses and free flight. Employee tends
to achieve company goals.
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Amazing People
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Our people are Our Greatest Assets
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Aircraft dedicated to our
Cabin Crew
Aircraft hangar dedicated to
our Engineers
Aircraft dedicated to our Staff
Our people are Our Greatest Assets
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Our people are Our Greatest Assets
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Our people are Our Greatest Assets
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Our people are Our Greatest Assets
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From Cabin Crew to Cadet Pilot to Miss Thailand/Universe 2005
AirAsia allowing people with great attitude and multi talents to thrive….
The Sky’s The Limit……
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From cadet pilot to Miss
Thailand/ Universe
Investing in the future: AirAsia Cadet Pilot Program
23Azmir bin Hashim
(guest services asst)
Mohammad Farin
bin Ibrahim
(sales agent)
Muhammad Fauwaz bin
Zamzam
(Aircraft Mechanic)
Andy Teguh Imansyah
Farid
(Accounts Supervisor)
Mohd Noor Ezanie
(Cabin Crew)
Mark Santana Raj
(Purchasing Asst)
Creating opportunities in aviation industry
1st batch of cadets include AirAsia’s staff from various departments
- Check-in, Cabin Crew, Purchasing, Engineering
Investing in the future: AirAsia Cadet Pilot Program
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22 April 2006 – His Majesty SPB Yang Di-Pertuan Agong presented
graduation certificates to the graduates during his LCT visit
Our Culture: Everyone’s Equal
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Open concept promotes harmonious
working environment
CEO’s Palace.
First hand view of
our aircraft &
operations
Chairman’s premise.
Everyone’s equal, no borders.
Everybody’s accessible.
Investing in the Future:AirAsia Academy
AirAsia Academy
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AirAsia Academy – Growing Our People
Invested >$20 million for this state
of the art training facility
Most modern and sophisticated
facilities that is available on the
market
AirAsia Academy
“… a testament of AirAsia’s dedication to provide quality
training and people development.”
PHASE 1
- 8 classrooms and 2 computer-based training rooms
- 6 briefing rooms
- 2 units A320 full flight simulators
- 1 units B737 full flight simulator
- 2 units Maintenance Flight Training Device
- 1 Cabin mock-up
- 1 Airbus door trainer
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Practical Training
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Fire Drill A320 Door Trainer
A320 Slide Drill
Cabin Mock up
MFTD, Maintenance Flight Training Device
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MFTD
AirAsia Academy – Phase 2
15 Classrooms and 2 computer-based training rooms
E-library
Swimming Pool – to conduct wet drill training
Check-in counter / Gate Management
EET, Emergency Evacuation Training
Multi Purpose Hall – for various activities
Facilities for Employees
– clinic
– gymnasium
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IMPROVEMENT PEOPLE MANAGEMENT
PRACTISES
Now Everyone Can Fly
IMPROVEMENT OF PEOPLE MANAGEMENT PRACTISES
Hirin
g q
ua
lity e
mp
loye
es
Hires the competent workers
assign multi-skilled
This can sustain company mission / recompense employees in term of performance
Task A
naly
sis
The analysis requires a through examination of the work tasks to be performed after training.
Re
-Eva
lua
te p
olic
ies a
nd
p
roce
du
res
Adjust management style Ask for input before you make any major systematic or procedural changes.
This will allow the people you manage to feel heard and think themselves as a team member.
Now Everyone Can FlyB
uil
din
g a
2R
p
ers
pe
cti
ve
Responsible range of activities: recruiting, establishing a positive work environment managing expectations, performance management, decision making, coaching, and managing poor or marginal performers.
Each of these tasks requires a unique blend of Relating and Requiring skills.
Au
ton
om
y
Give employee some degree of autonomy. Allow employees to make some decisions regarding their work. When employees take ownership of their jobs, they might feel a sense of pride that translates into better performance.
IMPROVING PEOPLE MANAGEMENT PRACTISE…cont
Now Everyone Can Fly
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Inspiring
Now Everyone Can Fly
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The End