Policy Analysis and Policy Development of Qantas Airlines, Australia

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Policy Analysis & Policy Development of Qantas Airlines, Australia

Human resource management is one of the major field that controls how a business thrives and works. Therefore, aligning the HR policies and practices with business strategies is a crucial topic which is the focus of several researchers (Shukla, 2017). If a business has a strong HR policy and practices, then it will have a positive impact on organizational performance (Demo et al., 2012) and vice versa. HR policies and practices cover the areas of Recruitment and Selection, Involvement, Training and Development, Work Conditions, Competency-based Performance Appraisals and Compensations and Rewards (Demo et al., 2012). The focus of this paper will be on the HR policy on Recruitment and Selection of Qantas Airline, Australia. The objective is to analyse the recruitment and selection of Qantas and discuss its effectiveness and evaluate how the culture of the organisation is shape and defined. 

The first section of the paper will discuss the external and internal issues that influence the recruitment and selection policy of Qantas. The internal issues will include the organisation’s objectives and culture, its HR needs and strategies, its practices related to employee treatment and management, its ethical business practices and approach to corporate social responsibility. The external issues will include the economic conditions in which the organisation works, the societal values, law and the Government policy affecting its HR policy. This section will also identify the major issues that exist in the existing HR recruitment and selection policy of Qantas and will also highlight why it is important to bring changes in the existing policy. 

The second section will focus on policy development by highlighting the rationale of the relevant policy, the legislations related to it, people involved in policy development and the process of development. In this part, the methods to monitor and measure the effectiveness of the new recruitment and selection HR policy will also be discussed. A better HR recruitment and selectin policy is important because, firstly, is costly for organisations and, secondly, it also generates productivity and shapes a healthy working environment (Raheef, 2019).

Section I: Policy Analysis

Internal Analysis of Qantas Airlines for Recruitment and Selection HR Policy

A good and strong recruitment and selection HR policy reflects the organisational culture and performance, and depicts creativity and achievement of organizational goals (Alkalha et al., 2012). The stage in which the organisation works, for example, start-up phase, growth phase, decline phase or even a merger, will identify the number of employees it requires and what type of employees it should select and hire (Bratton and Gold, 2017). Qantas Airlines focuses on people, culture and leadership and claims that its people are central in delivering a safe, reliable and timely service to its customers. It invests in training and engaging its people and focuses on leadership as well (Qantas Airways Ltd., 2017).  It has a diverse environment and an inclusive culture which supported the organisation in its tough times (Bourke and Dillon, 2018). Its HR recruitment and selection strategy is “To be the world’s premium and low cost airline”. Qantas adopted a combination of high road and low road approach when the airlines industry faced challenges, by offering its workers excellent training and ‘social’ benefits to encourage commitment towards organisational goals, and high wages. On the other hand, it either encourages bargaining with trade unions at the institutional level or avoid collective agreements with unions by outsourcing a few tasks to reduce costs (Sarina and Lansbury, 2013). It has almost 35000 employees across 260 roles, of which 92% are based in Australia. Out of the 35000 employees, 5500 are engineers (). However, while it followed the path of globalisation, it retrenched 300 engineers in 2014. Previously, it also once laid off 1750 employees during the 2009 Global Financial Crisis (Creedy, 2014).

Qantas claims to provide a transparent and fair recruitment process (Qantas Airways Ltd., 2015). It was ranked number one employer by Randstad in 2019 and the most attractive employer by LinkedIn in 2019 (Grant, 2017). It is because despite having a large number of employees, i.e., more than 33,000 employees, it focuses on diversity and keeps the workforce united under its business goals (Qantas Airways Ltd., 2015). It has a corporate social responsibility towards commitment of engaging its workforce and customers for a positive change in the community as a national carrier (Qantas Airways Ltd., 2015).

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