Employee Retention of Delta Air Lines : Delta Air Lines, Inc. (NYSE: DAL) is a major airline based in the United States[9] headquartered in Atlanta. Delta is the world's largest airline operating under a single certificate, operating flights on six continents across the globe. Delta operates an extensive domestic and international network, spanning North America, South America, Europe, Asia, Africa, the Middle East, the Caribbean and Australia. Delta and its subsidiary Delta Connection operate over 4,000 flights every day.[10] Delta and the Delta Connection carriers fly to 348 destinations in 64 countries. (excluding codeshare)[8] Delta operates the world's largest and busiest hub at Hartsfield-Jackson Atlanta International Airport. It has been the world's busiest airport by passenger traffic and number of landings and take-offs since 1999, serving 88 million passengers per year. Delta is a founding member of the SkyTeam alliance.
On October 29, 2008, Delta completed its merger with Northwest Airlines to form the world's largest commercial carrier. In February 2009, the airline began consolidating gates and ticket counters at airports where both Delta and Northwest operate. The consolidation was completed February 2010.[11] On December 31, 2009, the Federal Aviation Administration granted Delta's request to allow Delta and Northwest to operate under a single operating certificate.
PeopleScout, a leading provider of end-to-end recruitment processing and employee retention solutions, announced that Delta Air Lines has agreed to extend its current recruitment processing agreement from 3 years to 5 years. Under the new agreement, PeopleScout will support hiring and recruiting in 15 languages for positions in Delta-staffed locations around the world.
"We are excited that Delta, the world's largest airline, has chosen to extend and expand our existing recruitment partnership over 5 years," said Karen Browne, President of PeopleScout. "PeopleScout is proud of the long-term relationship that we have built with Delta and look forward to meeting their expanded hiring requirements."
"PeopleScout successfully implemented a customized solution that delivered solid results," said Chris Collins, Managing Director of HR and Service Delivery for Delta Air Lines. "Their fully integrated approach has resulted in reduced recruitment cycle time and quality hires, which positively impacts long-term retention. Based on these positive outcomes, we decided to extend to 5 years."
PeopleScout, a leading provider of end-to-end recruitment processing and employee retention solutions, announced that Delta Air Lines has agreed to extend its current recruitment processing agreement from 3 years to 5 years. Under the new agreement, PeopleScout will support hiring and recruiting in 15 languages for positions in Delta-staffed locations around the world.
"We are excited that Delta, the world's largest airline, has chosen to extend and expand our existing recruitment partnership over 5 years," said Karen Browne, President of PeopleScout. "PeopleScout is proud of the long-term relationship that we have built with Delta and look forward to meeting their expanded hiring requirements."
"PeopleScout successfully implemented a customized solution that delivered solid results," said Chris Collins, Managing Director of HR and Service Delivery for Delta Air Lines. "Their fully integrated approach has resulted in reduced recruitment cycle time and quality hires, which positively impacts long-term retention. Based on these positive outcomes, we decided to extend to 5 years."
Delta Air Lines is the world's largest airline. From its hubs in Atlanta, Cincinnati, Detroit, Memphis, Minneapolis-St. Paul, New York-JFK, Salt Lake City, Paris-Charles de Gaulle, Amsterdam and Tokyo-Narita, Delta, its Northwest subsidiary and Delta Connection carriers offer service to 370 destinations in 66 countries and serve more than 170 million passengers each year. Delta's marketing alliances allow customers to earn and redeem either SkyMiles or WorldPerks on more than 16,000 daily flights offered by SkyTeam and other partners. Delta's more than 70,000 employees worldwide are reshaping the aviation industry as the only U.S. airline to offer a full global network. Customers can check in for flights, print boarding passes, check bags and flight status at delta.com.
This allows for easy access to the information regardless of location or time of day. Delta VS. Southwest AirlinesDelta Airlines was created in 1924 and has become the country's 3rd largest airline. Currently, Delta is experiencing problems in retaining top executives. In the past month, three top executives reportedly quit the company over less than desirable pension plans. Presently, there is not an employee retention program in place to service lifetime employees.
Most of Delta Airline employees belong to the airline union. Representatives from the airline union negotiate employee benefits. There is little research available to the public on employee benefits. The airline union's benefits package offer the airline employee a choice between several medical plans and a 401k option. USA Today reported negotiations between the Airline Worker Union and Delta Airlines have recently broken off due to differences in worker benefits. With three major airlines now in a fiscal tailspin, concern is growing not only that this industry may be facing a large-scale pension funding crisis, but also that all defined benefit plan sponsors could wind up paying for these company failures.
Delta Airlines is the country's third airline to file for bankruptcy in 2004. Many of its pilots are retiring early. Without a clear decisive resolution Delta Airlines will probably find itself out of business. The organizations top CEO has canceled bonuses and pensions for the year to helped relieve some of Delta's financial strain. They are now reporting the cancellations is just being deferred.
This decision was brought about to help alleviate the problem with the pilot union contract.As a method to retain employees Delta offers free massage therapy. The massage therapy is stated to help lower stress and improve productivity. The company providing the massage therapy is Stress Recess.After researching the situation there seem to be more reasons why employees opted to leave the company. Delta rejected the union's request to have a voting seat. This board makes decisions about the company which employees, stockholders and customers should be aware of.
They also made a deal to re-employ pilots but only because they agreed not to terminate the pilots' pensions.Delta tends to negotiate or tries to manage its employees through threats and denials instead of through incentives and development. Now you know why this airline is having problems. Southwest AirlinesSouthwest Airlines (SWA) began over 30 years ago in Texas. They started with one simple notion: "If you get your passengers to their destinations when they want to get there, on time, at the lowest possible fares, and make darn sure they have a good time doing it, people will fly your airline." Today, Southwest Airlines flies more than 65 million passengers a year to 59 cities across the country.Southwest's' strategy seems pretty simple to start out. Sift through the many applications they receive and pick only the people who fit their specifications perfectly. Out of 225, 895 applicants in 2004 only 1706 were hired (Southwest Fact).
The interview process takes about six weeks and about 20% of new hires don't make it through the training process. Employee turnover is just 9 %, lower than the industry average (Donnelly).The benefits are exceptional with Southwest. Employees, their spouses, children, and parents are eligible for free space available travel effective immediately. Additionally they offer a profit sharing plan, 401K, and discounted stock purchasing options. It is standard for all employees to receive medical, dental, and life insurance. Southwest Airlines will match the employees' 401K contributions up to 7.3% of the investment, which is far more than the other airlines.
Southwest has been profitable for the past thirty-two years. Owning a share in the profits is a great benefit.Some of the perks that Southwest Airlines offers are the ability to wear tennis shoes to work (Southwest Summary); they seem concerned about the comfort of their employees, many of whom are on their feet all day long. That seems to be a great benefit for employees. They also have fun with their employees with things like their Chili Cook-off, Deck Parties, Holiday Parties and other functions which employees and their families are invited (Southwest Summary).One of the things that stood out was Southwest's "Star of the Month" program. Each month one employee, out of more than 30,000, is selected to be the star of the month and is featured in SWA's Spirit Magazine and online at the SWA's website. As a corporation Southwest has received recognition from Fortune Magazine for being the most admired airline (1997-2003) and was second in America's Top Ten admired corporations in 2003.
They have been ranked the best company to work for in America (1997, 1998). SWA was the first U.S. airline to be awarded the Corporate Conscience Award for Community Positive Impact in 2003 because of their workforce retention in the face of the 9/11 disaster (Southwest Fact). The list could go on and on, but needless to say, SWA has done something right. They have shown that they have a dedication to do the right thing on every occasion.
Southwest Airlines offers further training and schooling at their University for People. Leadership training is offered as well as software training, career development classes and some electives. More that 10,000 employees participated in some type of training at the University for People in 2003 (Hollis).Southwest Airlines formula for keeping people seems to be: hire only those who fit perfectly, offer great benefits, and perks. SWA has created an atmosphere that demonstrates appreciation for the employees, and has made Southwest Airlines an organization of which people are proud to be a part.ConclusionEmployee retention strategies help organizations. They provide effective employee communication to improve commitment and enhance workforce support for key organization initiatives.
Retention strategies build customer loyalty by distinguishing and positioning an organization's unique products and services in today's crowded marketplace.Economic growth and employee turnover is one of the most critical issue facing corporate leaders today. As a result there is a shortage of skilled workers. We have explored several aspects of the workforce stability. The employee retention issue continues in the face of unprecedented churning in the employment market. Human Resource Managers are provided with a wide range of tools to control employee turnover.
Workforce stability can be a HR Manager's competitive advantage in these turbulent times. This is one of the hottest topics for corporate leaders in all fields in the United States and globally.
Delta’s growth continued well into the late 1970s; by 1978 the company ranked 5
th
in theindustry transporting some 3.3 million passengers, earning revenues of approximately US$2billion dollars. However the Federal Airlines Deregulations Act of 1978 had a game changingimpact on the Airlines industry, especially legacy carriers like Delta. This era saw theemergence of new Low Cost Carriers (LCC), resulting in a more competitive environment. Thecompany continued on its growth path and in 1990 Delta held the no. 3 position, moving 67.2million passengers with total revenue earnings of US$8.5 billion. When Pan Am folded in 1991,Delta assumed ownership of the once iconic air line acquiring routes in the Central America andthe Caribbean regions. Delta was now transformed from a regional carrier to a competitiveGlobal carrier. The results were also evident in its profit margins, which ultimately earned thecompany a reputation as the most consistently profitable one in the industry. Delta also earnedthe reputation of the best paying airline in the industry. Delta’s employee rewards systemresulted in a motivated and dedicated workforce and a high staff retention rate.Notwithstanding, Delta Airlines had its share of challenges over the years. The problems of thelate 1980s and early 1990s – the recession, rising fuel prices and the war in the Middle Eastseverely affected the airline industry. Although the airline industry at that time was described asunstable and unpredictable, the early 1990s saw the emergence of smaller low cost airlines,expanding the airline industry, and resulting in an intensely competitive environment. In 1996,Delta Express was launched to compete against these airlines.
From Strategies come Retention Tactics, unique to organizations based on their turnover issues. For some clients, improving processes during employees’ first 90 days improves retention for this period and beyond. For others, learning and addressing each employee’s unique glues is needed to keep them longer.
Whereas identifying tactics to improve retention is challenging, the hard part is getting them done. HR, Training, and other staff departments are stretched to fill jobs, train new employees, and address ad hoc projects and emergencies.
Finnegan Mackenzie’s services include identifying tactics and implementing them. Working closely with top management, HR, Training, and Operations, Finnegan Mackenzie joins organizations to complete all required activities to cut turnover, and leave behind new processes that improve retention forever.
Employee retention drives productivity and profitability. Finnegan Mackenzie improves retention by building and implementing the right processes according to the Rethinking Retention™ model, in order to help organizations retain their best workers longer and improve all key business metrics as well.
On October 29, 2008, Delta completed its merger with Northwest Airlines to form the world's largest commercial carrier. In February 2009, the airline began consolidating gates and ticket counters at airports where both Delta and Northwest operate. The consolidation was completed February 2010.[11] On December 31, 2009, the Federal Aviation Administration granted Delta's request to allow Delta and Northwest to operate under a single operating certificate.
PeopleScout, a leading provider of end-to-end recruitment processing and employee retention solutions, announced that Delta Air Lines has agreed to extend its current recruitment processing agreement from 3 years to 5 years. Under the new agreement, PeopleScout will support hiring and recruiting in 15 languages for positions in Delta-staffed locations around the world.
"We are excited that Delta, the world's largest airline, has chosen to extend and expand our existing recruitment partnership over 5 years," said Karen Browne, President of PeopleScout. "PeopleScout is proud of the long-term relationship that we have built with Delta and look forward to meeting their expanded hiring requirements."
"PeopleScout successfully implemented a customized solution that delivered solid results," said Chris Collins, Managing Director of HR and Service Delivery for Delta Air Lines. "Their fully integrated approach has resulted in reduced recruitment cycle time and quality hires, which positively impacts long-term retention. Based on these positive outcomes, we decided to extend to 5 years."
PeopleScout, a leading provider of end-to-end recruitment processing and employee retention solutions, announced that Delta Air Lines has agreed to extend its current recruitment processing agreement from 3 years to 5 years. Under the new agreement, PeopleScout will support hiring and recruiting in 15 languages for positions in Delta-staffed locations around the world.
"We are excited that Delta, the world's largest airline, has chosen to extend and expand our existing recruitment partnership over 5 years," said Karen Browne, President of PeopleScout. "PeopleScout is proud of the long-term relationship that we have built with Delta and look forward to meeting their expanded hiring requirements."
"PeopleScout successfully implemented a customized solution that delivered solid results," said Chris Collins, Managing Director of HR and Service Delivery for Delta Air Lines. "Their fully integrated approach has resulted in reduced recruitment cycle time and quality hires, which positively impacts long-term retention. Based on these positive outcomes, we decided to extend to 5 years."
Delta Air Lines is the world's largest airline. From its hubs in Atlanta, Cincinnati, Detroit, Memphis, Minneapolis-St. Paul, New York-JFK, Salt Lake City, Paris-Charles de Gaulle, Amsterdam and Tokyo-Narita, Delta, its Northwest subsidiary and Delta Connection carriers offer service to 370 destinations in 66 countries and serve more than 170 million passengers each year. Delta's marketing alliances allow customers to earn and redeem either SkyMiles or WorldPerks on more than 16,000 daily flights offered by SkyTeam and other partners. Delta's more than 70,000 employees worldwide are reshaping the aviation industry as the only U.S. airline to offer a full global network. Customers can check in for flights, print boarding passes, check bags and flight status at delta.com.
This allows for easy access to the information regardless of location or time of day. Delta VS. Southwest AirlinesDelta Airlines was created in 1924 and has become the country's 3rd largest airline. Currently, Delta is experiencing problems in retaining top executives. In the past month, three top executives reportedly quit the company over less than desirable pension plans. Presently, there is not an employee retention program in place to service lifetime employees.
Most of Delta Airline employees belong to the airline union. Representatives from the airline union negotiate employee benefits. There is little research available to the public on employee benefits. The airline union's benefits package offer the airline employee a choice between several medical plans and a 401k option. USA Today reported negotiations between the Airline Worker Union and Delta Airlines have recently broken off due to differences in worker benefits. With three major airlines now in a fiscal tailspin, concern is growing not only that this industry may be facing a large-scale pension funding crisis, but also that all defined benefit plan sponsors could wind up paying for these company failures.
Delta Airlines is the country's third airline to file for bankruptcy in 2004. Many of its pilots are retiring early. Without a clear decisive resolution Delta Airlines will probably find itself out of business. The organizations top CEO has canceled bonuses and pensions for the year to helped relieve some of Delta's financial strain. They are now reporting the cancellations is just being deferred.
This decision was brought about to help alleviate the problem with the pilot union contract.As a method to retain employees Delta offers free massage therapy. The massage therapy is stated to help lower stress and improve productivity. The company providing the massage therapy is Stress Recess.After researching the situation there seem to be more reasons why employees opted to leave the company. Delta rejected the union's request to have a voting seat. This board makes decisions about the company which employees, stockholders and customers should be aware of.
They also made a deal to re-employ pilots but only because they agreed not to terminate the pilots' pensions.Delta tends to negotiate or tries to manage its employees through threats and denials instead of through incentives and development. Now you know why this airline is having problems. Southwest AirlinesSouthwest Airlines (SWA) began over 30 years ago in Texas. They started with one simple notion: "If you get your passengers to their destinations when they want to get there, on time, at the lowest possible fares, and make darn sure they have a good time doing it, people will fly your airline." Today, Southwest Airlines flies more than 65 million passengers a year to 59 cities across the country.Southwest's' strategy seems pretty simple to start out. Sift through the many applications they receive and pick only the people who fit their specifications perfectly. Out of 225, 895 applicants in 2004 only 1706 were hired (Southwest Fact).
The interview process takes about six weeks and about 20% of new hires don't make it through the training process. Employee turnover is just 9 %, lower than the industry average (Donnelly).The benefits are exceptional with Southwest. Employees, their spouses, children, and parents are eligible for free space available travel effective immediately. Additionally they offer a profit sharing plan, 401K, and discounted stock purchasing options. It is standard for all employees to receive medical, dental, and life insurance. Southwest Airlines will match the employees' 401K contributions up to 7.3% of the investment, which is far more than the other airlines.
Southwest has been profitable for the past thirty-two years. Owning a share in the profits is a great benefit.Some of the perks that Southwest Airlines offers are the ability to wear tennis shoes to work (Southwest Summary); they seem concerned about the comfort of their employees, many of whom are on their feet all day long. That seems to be a great benefit for employees. They also have fun with their employees with things like their Chili Cook-off, Deck Parties, Holiday Parties and other functions which employees and their families are invited (Southwest Summary).One of the things that stood out was Southwest's "Star of the Month" program. Each month one employee, out of more than 30,000, is selected to be the star of the month and is featured in SWA's Spirit Magazine and online at the SWA's website. As a corporation Southwest has received recognition from Fortune Magazine for being the most admired airline (1997-2003) and was second in America's Top Ten admired corporations in 2003.
They have been ranked the best company to work for in America (1997, 1998). SWA was the first U.S. airline to be awarded the Corporate Conscience Award for Community Positive Impact in 2003 because of their workforce retention in the face of the 9/11 disaster (Southwest Fact). The list could go on and on, but needless to say, SWA has done something right. They have shown that they have a dedication to do the right thing on every occasion.
Southwest Airlines offers further training and schooling at their University for People. Leadership training is offered as well as software training, career development classes and some electives. More that 10,000 employees participated in some type of training at the University for People in 2003 (Hollis).Southwest Airlines formula for keeping people seems to be: hire only those who fit perfectly, offer great benefits, and perks. SWA has created an atmosphere that demonstrates appreciation for the employees, and has made Southwest Airlines an organization of which people are proud to be a part.ConclusionEmployee retention strategies help organizations. They provide effective employee communication to improve commitment and enhance workforce support for key organization initiatives.
Retention strategies build customer loyalty by distinguishing and positioning an organization's unique products and services in today's crowded marketplace.Economic growth and employee turnover is one of the most critical issue facing corporate leaders today. As a result there is a shortage of skilled workers. We have explored several aspects of the workforce stability. The employee retention issue continues in the face of unprecedented churning in the employment market. Human Resource Managers are provided with a wide range of tools to control employee turnover.
Workforce stability can be a HR Manager's competitive advantage in these turbulent times. This is one of the hottest topics for corporate leaders in all fields in the United States and globally.
Delta’s growth continued well into the late 1970s; by 1978 the company ranked 5
th
in theindustry transporting some 3.3 million passengers, earning revenues of approximately US$2billion dollars. However the Federal Airlines Deregulations Act of 1978 had a game changingimpact on the Airlines industry, especially legacy carriers like Delta. This era saw theemergence of new Low Cost Carriers (LCC), resulting in a more competitive environment. Thecompany continued on its growth path and in 1990 Delta held the no. 3 position, moving 67.2million passengers with total revenue earnings of US$8.5 billion. When Pan Am folded in 1991,Delta assumed ownership of the once iconic air line acquiring routes in the Central America andthe Caribbean regions. Delta was now transformed from a regional carrier to a competitiveGlobal carrier. The results were also evident in its profit margins, which ultimately earned thecompany a reputation as the most consistently profitable one in the industry. Delta also earnedthe reputation of the best paying airline in the industry. Delta’s employee rewards systemresulted in a motivated and dedicated workforce and a high staff retention rate.Notwithstanding, Delta Airlines had its share of challenges over the years. The problems of thelate 1980s and early 1990s – the recession, rising fuel prices and the war in the Middle Eastseverely affected the airline industry. Although the airline industry at that time was described asunstable and unpredictable, the early 1990s saw the emergence of smaller low cost airlines,expanding the airline industry, and resulting in an intensely competitive environment. In 1996,Delta Express was launched to compete against these airlines.
From Strategies come Retention Tactics, unique to organizations based on their turnover issues. For some clients, improving processes during employees’ first 90 days improves retention for this period and beyond. For others, learning and addressing each employee’s unique glues is needed to keep them longer.
Whereas identifying tactics to improve retention is challenging, the hard part is getting them done. HR, Training, and other staff departments are stretched to fill jobs, train new employees, and address ad hoc projects and emergencies.
Finnegan Mackenzie’s services include identifying tactics and implementing them. Working closely with top management, HR, Training, and Operations, Finnegan Mackenzie joins organizations to complete all required activities to cut turnover, and leave behind new processes that improve retention forever.
Employee retention drives productivity and profitability. Finnegan Mackenzie improves retention by building and implementing the right processes according to the Rethinking Retention™ model, in order to help organizations retain their best workers longer and improve all key business metrics as well.
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