Hbs: Jetblue Airlines Managing Growth
Analyzing each of these areas we recommend that Getable Implement (A) a new employee selection strategy, (B) a formalized training program, and (C) a reference management system to continue fostering employee autonomy and motivation. II. Analysis Stable’s rapid growth presents a potentially costly problem. In terms of strategy, Getable avoids the common airline problem with unions by investing heavily in (1) selection, (2) culture, and (3) systems, areas in which it can grant employee autonomy and foster motivation. While this strategy works currently, these areas do not have the fundamental Institutions to survive the company’s growth.
People: employee selection and hiring: Currently, Getable constructs highly motivated teams using both n in-depth selection process and role customization. Stable’s human resources (HRS) department uses behavioral interviews, where all interviewers reach consensus, to determine applicant cultural fit and value alignment. By closely controlling employee quality and fit, Getable can offer employees significant autonomy and fulfill their higher order “esteem” needs. In addition, Getable developed customized compensation, benefits, and work structures per role that align with each group’s respective desires.
The hiring and compensation structures have two main results: 1 ) Jet Blue can attract top talent that matches the organization and (2) the company reinforces overall fairness by tailoring each role. While currently successful, Stable’s hiring process is a hindrance to its continued growth as it is not scalable. Getable will Increase its workforce 400% in a limited timeshare to meet Its internal growth targets. The current selection process will fall because Getable does not have the HRS resources or time to personally interview all applicants multiple times.
If Getable maintains its current hiring practices, it risks losing quality employees and grunting the fairness and autonomy that it currently offers. Culture through values, employees, and approachability: Stable’s value-centric, employee focused, and approachable culture motivates employees, attracts talent, differentiates the firm, and enforces the company’s values. First, the company establishes culture by focusing on values. Stable’s top management locked themselves in a New York hotel and defined the company’s core values that align with Its strategy and culture.
These values gulled Stable’s hiring, strategy, dally operations, and employee evaluation. Second, Getable focuses on meeting employee needs. Through customized and 1 OFF clear signals that employees are a priority and treated fairly. Third, the management is approachable to all employees. Stories of David Melanin, CEO, working as flight attendant and responding directly to crew member suggestions, or Dave Barge, COO, staying on the plane with his family helping the cleanup crew were famous among employees.
These actions reinforce that coaches and teams work in a fair “find a team solution” environment instead of “pointing fingers” culture visible in other airlines. The combination of clear values, employee focus, and management approachability gives Getable a culture that motivates employees through visible fairness and clear expectations. While Stable’s culture has succeeded, it lacks more formal embedding mechanisms to survive substantial growth and prevent cultural dilution. Stable’s current culture practices require a method by which to formally spread and reinforce the norms to all new and existing employees as the company expands.
If Getable fails to sustain its culture, it risks compromising employee motivation and, as a result, its mechanisms that prevent unionization. Performance systems: To deliver low-fare airline tickets to customers, Getable uses genealogy to cut operating costs. Stable’s “paperless environment” not only saves paper and resources, but also is a motivating factor. Each pilot’s laptop computer allows him to eliminate monotonous work required for pre-flight checks and further focus on his Job, helping satisfy his need for interesting work.
While technological systems help Getable develop a competitive advantage, their employee performance management systems are limited. Currently, Getable “coaches” review workers’ performance informally along the company’s five values. Because the company does not have more explicit expectations, the procedures risk Ewing perceived as unfair. As the company grows it must explicitly correlate performance to expectations to continue motivating employees. Ill. Recommendations We recommend a multi-faceted and integrated solution that addresses Stable’s scalability problems regarding their people, culture, and systems.
First, we recommend that Getable use metrics and refine its hiring process. Second, we recommend that Getable pursue a formal training program. Third, we recommend that Getable construct a formal performance management system. Institute a performance metrics hiring selection process: We recommend using two online tests hat identify interpretable candidates. The first test will use multiple choice and review an individual’s personality against Stable’s five core values. The second test is role-specific and measures each individual’s work skills.
Getable will then interview candidates that perform well on both tests only once. Getable can compare test results with career success and identify desirable characteristics from testing. This process will simultaneously (a) speed hiring practices, (b) significantly reduce costs associated with a talent search, and (c) improve employee fit while meeting workforce deeds. This improved efficiency will allow Getable to continue offering employees significant autonomy as the company grows. A potential hurdle is that individuals may attempt to cheat the tests.
We contend this will not be a major problem. These individuals will either not pass the interview round, be terminated quickly, or potentially absorb the Getable culture through the training. Construct a formal management and new employees engage in mandatory “core training. ” First, Getable must implement an all roles new hire orientation that focuses on values and the company goals. This will foster a shared company identity and create formal culture embedding. Top management involvement will reinforce that values and culture are universal from CEO to cleanup crew.
Second, Getable must offer role specific training where employees are introduced to their coaches. This training will, along with teaching necessary Job skills, outline each role’s expectations, how it fits at Getable, and how each coach will help their employees develop. To ensure ongoing success, Getable should survey employees before the training about their expectations along with their feedback afterwards. Getable must then improve the program based on the feedback, further fostering a collaborative team environment.
The training program ensures that Getable will reinforce company identity and embed its culture as the workforce grows. Implement a formal performance management system: We recommend that Getable adopt a formal performance management system to properly motivate employees. First, this system must formally outline each role’s expectations. This mandates that each role have both specific and accessible expectation by which coaches and peers can evaluate each other. Second, Getable must provide employees tit semi-annual “360” performance feedback.
This feedback will allow both coaches and the employees’ peers to review their performance along the company values and role expectations. Third, employees must give formal feedback to both their coaches and Getable. This feedback fosters a greater company identity and helps coaches understand how to help employees. By implementing a more explicit performance management system, Getable can demonstrate fairness across employees and roles that will continue to motivate workers as the company grows. ‘V. Conclusion Stable’s competitive edge comes from its ability to discourage unionization and, s a result, it can keep costs low.
Unions fulfill employee needs and culture when the parent company fails to do so. Currently, Getable uses a combination of successful selection, cultural practices, and systems to motivate employees and meet their needs; however, these will not survive Stable’s growth. To continue motivating employees through autonomy, shared identity, clear expectations, and fair practices, Getable must implement an improved hiring process, a formal training program, and a performance management system. These changes will help Getable retain its competitive edge as it expands.
