Saturday, 31 March 2012

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Er Reema Chordiya [ BE, MBA ]  
Manager HR
www.AeroSoftCorp.com
www.AeroSoft.in
www.AeroSoft.co.in
www.AeroSoftseo.com
On Line Assistence    :
Gtalk                          :   Reemac.AeroSoft@gmail.com
Y! Messenger             :   Reema.AeroSoft@yahoo.com
Rediff Bol                    :   Reema.AeroSoft@rediffmail.com
MSN                           :   Reema.AeroSoft@hotmail.com
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Thursday, 29 March 2012

BBA Aviation




Gary Fisher worked with the BBA Group as a consultant, but in February 2007 he became the Group HR Director following the demerger of their non-wovens businesses and the creation of a newly focused aviation business, BBA Aviation plc. The key objectives for his appointment were to support the creation of a corporate identity across the five business divisions and to introduce global processes and practices to facilitate the increased focus on people performance and talent development and management as the company transformed from a financial holding company into a focussed and co-ordinated aviation services group.


Reporting to Simon Pryce, the CEO, Gary sat on the Executive Board and had accountability to the Chair of the company’s Remuneration Committee. He was also Chair of the Corporate Social Responsibility Steering Committee and continues, today, to be a company appointed Trustee Director of the company’s defined benefits pension plan. To meet the international needs of the company, Gary divided his time between the UK and US offices – 90% of the company’s staff and business was carried out in the US, with the headquarters in the UK.



With a strong pre-existing knowledge of the company, Gary was able to make an immediate impact in supporting the development of a vision, mission and values for the new Group. He put in place a group wide performance management process, talent management and hi-potential development, implemented succession planning, and initiated a joined up global remuneration and total reward process that, amongst other things, has helped to facilitate the international mobility of staff.
Another key area that needed to be addressed was the staffing of the HR function and in particular bringing in specific skills that were missing from the existing skill-set.  Gary brought in three new HR business partner generalists and two specialists in reward and recognition, and talent and leadership development. In developing the HR function, Gary focused on creating a co-ordinated team that worked together on common Group, business related objectives rather than the Division based way of working previously.






Simon Pryce, CEO of BBA Aviation commented: “Gary was instrumental in the design and development and successful implementation of core and Group-wide processes and tools in support of an increased focus on performance management and people development within BBA Aviation, which was crucial to the success of the restructured business. He recruited new HR talent and re-positioned the HR team as a key strategic function within BBA Aviation. Gary proved very effective at focusing the HR activities on the needs and requirements of the business at a time of considerable change.”










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Er Reema Chordiya [ BE, MBA ]  
Manager HR
www.AeroSoftCorp.com
www.AeroSoft.in
www.AeroSoft.co.in
www.AeroSoftseo.com
On Line Assistence    :
Gtalk                          :   Reemac.AeroSoft@gmail.com
Y! Messenger             :   Reema.AeroSoft@yahoo.com
Rediff Bol                    :   Reema.AeroSoft@rediffmail.com
MSN                           :   Reema.AeroSoft@hotmail.com
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British Airways, climate change and a load of rubbish
The aviation industry has often appeared to be in denial on the subject of climate change, lobbying relentlessly in the UK for a third runway at Heathrow and attacking the European Union's gentle curbing of their emissions. But British Airways is ...

Punjab CM to discuss Rajoana's clemency with Prez
 please pay your dues to AI: Unpaid staff: Just in: The Air India employees union will write to the PM to clear dues of Rs Rs 200 crore. AI employees union threaten to go on strike from Monday if their salaries are not cleared.






Er Reema Chordiya [ BE, MBA ]  
Manager HR
www.AeroSoftCorp.com
www.AeroSoft.in
www.AeroSoft.co.in
www.AeroSoftseo.com
On Line Assistence    :
Gtalk                          :   Reemac.AeroSoft@gmail.com
Y! Messenger             :   Reema.AeroSoft@yahoo.com
Rediff Bol                    :   Reema.AeroSoft@rediffmail.com
MSN                           :   Reema.AeroSoft@hotmail.com
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Friday, 23 March 2012

Critical Analysis of Human Resource Planning in British Airways



Company Background:  

British Airways is one of the largest UK based international airlines. British Airways connects to the around 300 destinations and according to the data of 2010, it carried around 32 million passengers. British Airways has around 238 aircrafts in services and according to the annual report of 2010; its revenue is around GBP 8 billion. It’s headquarter is in Waterside near London Heathrow Airport. It is the largest airline of the UK based on fleet size. It was established in 1971.Company slogan is “upgrade to British Airways”. It was privatize in 1987. Its mission is to be the best and most successful company in the Airline industry.


HR Strategies of British Airways: 


British Airways has very positive attitude towards its work force and company has no frills approach to its business and its customers. British Airways strongly believes that its human resources are contributing to the company’s survival and success in every critical and difficult situation and circumstances. The main objective of its HR department is to create motivated and committed staff/employees so that they can contribute their best in the success of the organization. British Airways has also designed different HR measures to improve ,support and enhance the skills of the employees .In order to make employees feel more involved in the company’s result, British Airways has also established special remuneration scheme as well as company also share profits with its employees in order to encourage shared ownership. Company also believes that this is the best and effective way to make employees more motivated and to enhance the productivity of the company .It is also the main HR strategy of British Airways to continue spend and invest on the training and development of the employees because company believes that it is the best way to ensure that company’s human resources will be able to enable business objectives and achievements as well as will be able to feel valued in the company. Company’s recruitment strategy includes the diversity and strategy of inclusiveness .



Strategies and Objectives of British Airways
            According to the annual report 2010 of British Airways, company has five main objectives to achieve. Company believes that these objectives help company to achieve world’s leading position and by achieving these objectives can become the world’s leading global premium airline. These objectives have been discussed below.

  • One of the main objectives of British Airways is to build leading position in London. 
  • Retain the existing customers and attract new customers to build its strong market position by providing excellent, high quality services. 
  • Be the airline of choice for long term oriented customers. 
  • Expand business globally and grow company’s presence all around the world. 
  • Introduce new revenue streams to build the customers base and meets the needs and requirements of the customers. 
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Er Reema Chordiya [ BE, MBA ]   
Manager HR
www.AeroSoftCorp.com 
www.AeroSoft.in
www.AeroSoft.co.in
www.AeroSoftseo.com
On Line Assistence    :
Gtalk                          :   Reemac.AeroSoft@gmail.com
Y! Messenger             :   Reema.AeroSoft@yahoo.com
Rediff Bol                    :   Reema.AeroSoft@rediffmail.com
MSN                           :   Reema.AeroSoft@hotmail.com






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