Bombardier Aerospace

strip 1Bombardier Aerospace Prep ard for AKM Mominul Haque Talukder Course Instructor Human Resource commission East West University Prepared By Group- 6 Name ID no(prenominal) Ismat Jahan Senjuti 2011-1-90-001 Bani Biswas 2011-1-90-002 Nusrat Jahan 2011-1-90-006 Jubaid Rashid 2011-2-90-008 Mukshuda Akhter 2011-3-90-002 Nazmus Shakib 2012-1-91-001 Khandoker Mehedi Hasan 2012-1-90-015 Sec 01 East West University East West University October 20, 2012 CONTENTS Case Summary Bombardier Aerospace1 Comptications 3 Question One4 Question Two5 Question Three6 Question Four7 Implication8 . 0 Case Summary Bombardier Aerospace Bombardier Aerospace is a division of Bombardier Inc. and is regarded as one of the terzetto largest aircraft company in the world in impairment of yearly economy of commercial airplanes all(a)(a) overall, and the fourth largest in terms of yearly delivery of regional jets. It is headquartered in Ville-Marie, Montreal, Quebec, Canada. Bombardier started its j ourney with the founder J. Armand Bombardier in 1942 to manufacture tracked vehicles for loony toons on snow covered terrain and has earmarked itself as one of Canadas oldest, or so diversified and reputed companies.By 2002, the company has grown r regularues to $21. 6 billion with a sack up income $390. 9 million from 5 operating units including Bombardier Transportation, Bombardier Aerospace, Bombardier Recreation Products, Bombardier Capital and Bombardier International. Bombardier Aerospace, a SBU of Bombardier Inc, had over 33, 000 employees and established itself as an internationally integrated governance with unspoiled design and production trading operations in Canada, United States and UK. Such operations made Bombardier Aerospace as the third largest civil airframe manufacturer and a handout leader in region airliners, business jets and amphibious aircraft.Its high-performance aircraft and services coiffe the standard of excellence in several(prenominal) markets, including Business Aircraft Commercial Aircraft amphibious Aircraft Jet Travel Solutions Specialized Aircraft Solutions Aircraft Services And reading During 1999, after several months of talks and planning process Bombardier Aerospace was able to build a uncomparable sexual congressship with the Canadian Government, who after the Cold War started at facial expression how military could operate under tighter fiscal restraints.In a joint go-ahead under NATO, Bombardier Aerospace agreed to service and own planning aircraft and in turning leased these aircraft to the Canadian military for training purposes. This arrangement was named as NATO leakage Training in Canada (NFTC) which aimed at managing Ground Based dodging Training School and Simulator Training. In any minded(p) time , approximately 75 students from Canada and former(a) NATO countries were enrolled in the NFTC training program. Alex Lachance hails with 20 years of flying pick up in the Canadian military an d after an illustrious experience with Canadian military has to a fault occupied several other targets.During 2002, Alex joined Bombardier Aerospace as the manager of ground-based training operations for Nato Flight Training in Canada NFTC and close at some point in time Ted Baker who had winningly complete Bombardiers interview process few months before joined as an instructors in Nato Flight Training in Canada (NFTC). The hiring process at bombardier was quite a challenging once since achieving the dickens crucial objectives of conclusion an incumbent for the va erectt position who is equally equipped in terms of the technical expertise required along with their fit of the prognosis with the Bombardier nicety of was not an easy t look.Also, it was ascertainn that whoever bargained during the interview process, on the whole achieved a let out remuneration package with the per diem permissiveness compensable that to those who negotiate for a moving readjustment of thi s nature. When Ted, a new hire came to know nearly this, he was absolutely profaneed and disappointed on the aboveboard and raw salary system of Bombardiers. Ted raised this bulge to the fresh appointed manager, Alex who was utterly surprised and after being communicated took the issue to the HR.Once he obtained a gross(a) idea and comprehended that the per diem al upsetance has been only paid to those who turn over bargained. He thought of raising the issue to the corporate head office. The dilemma over which Ted is now fixated is what will the after effect of implementing such a form _or_ system of government? will it imply Bombardier changing its insurance for all its operations? Will it mean that it will increase be to the company? These were several questions which were think in Alexs mind. Also the fact being that he has adept joined the company not even few months ago he was quite perplexed and confounded regarding what step to take. . 0 Complications Critical ch allenges which were witnessed in the case Bombardier Aerospace are depicted below * The interview process in the overall hiring procedure remained to be quite challenging since achieving the two crucial objectives of finding an incumbent for the vacant position who is equally equipped in terms of the technical expertise required along with their fit of the candidate with the Bombardier culture of entrepreneurial high achievement was not an easy job. * Bombardiers current relocation constitution did not seem to be circus and transparent to all.It meant candidates who better bargain in their interview process would utility approximately as only if someone raises concerns on moving incidentals and meals only those were offered the per diem allowance. * Discrepancy which existed amongst new hires in terms of compensation was comprehend by some of the new appointed instructors and potential recruits expressed diswhitethorn and terror which certainly affected employee morale to wor k for this company and personnel casualty resulted in lack of intensity close their job. Another associated challenge was if these newly appointed instructors those who abide not been provided with the benefit of the per diem allowance for moving incidentals and meals in concert lodge an objection and appeal to the stab Relations Board, it will subject not only monetary loss for Bombardier Aerospace via compensations but also figure of speech loss which would own trickle affect in potential future day instructors as they will be reluctant to become part of Bombardier Aerospace which is foul and unjust with their employees. 3. 0 QuestionQ 1. Evaluate Ted Bakers reaction to NFTCs relocation policy and his decision to approach Alex Lachance? Ted Baker had successfully completed Bombardiers interview process during summer of 2002 and was offer an appointment in Nato Flight Training in Canada (NFTC) to commence work few months later. During this said(prenominal) time nearly a bout other 20 instructors were also appointed. approximately few weeks after, Alex Lachance joined Bombardier Aerospace as the manager of ground-based training operations for Nato Flight Training in Canada NFTC.After Alex joined, Ted approached him and communicated some of his major concerns about which he was exceedingly dismal. He had overheard the conversations of other newly employed instructors regarding their relocation benefits and compensation and most importantly the per diem allowance provided to cover their moving incidentals and meals. Ted was extremely disappointed to see the relocation policy of Bombardier which to him reflected an unfair and inequitable system as he mat that it was not fair for some employees to receive a per diem allowance and while others did not.Also, when Alex came to know about it, he was shocked and surprised to make about such compensation policy and he too matte up it was not an evenhanded and a just policy to handle recruits, heretofore he did not mention anything to Ted upfront. Also, one important thing was Ted had negotiated compensation for moving allowances, a paid trip to Moose Jaw and stave lodging and this additional compensation was secure up to the typical triplet- year loan agreement and similarly other new recruits who were paid all these what Ted received and in addition also the per diem allowance also was tied up with the same experience.Hence, Ted had a very disapproving reaction about the NFTCs relocation policy. Q 2 In your position as Alex Lachance would you attempts to compound the relocation policy? Please be specific? If I was wedded the position and responsibilities of Alex Lachance, I would have adopted an absolutely fair and impartial relocation policy. Hence, for this if required changing the policy, I would have certainly opted for that winning approval from all those concerned. The case presents the scenario of a recruit Ted Baker who felt his package was discriminated when comp ared to some of the recruits who were offered appointment during the same time.If I was in the position of Alex Lachance, then after hearing the rationale from the human pick part which purely stated that these additional benefits were paid to those who displayed better bargaining bureau during the interview. Based on the potential incumbents request and negotiation skills during the hiring process they were entitled for that benefit. Hence, quite often new employees those who did not ask for the per diem allowance, they were not paid. Thus, overall it reflected an unfair and non-uniform relocation policyI would have taken the below specific steps to resolve this matter * smell 1 I would have taken this issue to the corporal conduce office, Human Resource department in Montreal before circulating a new uniform hiring and compensation policy. This was to understand the implication of such policy at a group level as Bombardier had so galore(postnominal) employees all over the w orld. * Step 2 Also, I would have given recommendation to the Corporate Head Office to take any of the two alternatives as the way forward I.To re-look at the entire human resource policy and most importantly the cost attached of having to be paid all the new employees who are re-locating the per diem allowance. If that was feasible in terms of cost to the company then we should have proceeded with that. II. Secondly, if it came to the situation that such uniform policy will tremendously increase the cost to the company, in such an model my recommendation would have been not to provide per diem allowance to any of the employees as most importantly it was not fair.Also, if some employees chose to go and appeal to the Labor Relations Board for such unfair treatment, this might endeavor police suit charges to be paid and also loss of reputation and human body as an employer and company. Q 3 How would you respond to Ted Baker? My response to Ted Baker would be a very candid, dire ct and impartial one which I would have provided him after thoroughly understanding and evaluating the given situation. First of all, I would have thanked Ted Baker for being upfront and telling me about the exact issue what he heard from other new instructors without creating rumor about the company.And would also point out that his behavior and attitude was a reflection of him already being part of the company. As a second step I will provide him re-assurance that after critical scrutiny it has been observed that thither has been some discrepancy in the past about the offer of per diem allowance. Hence, with my proposed recommendation of bringing uniformity in the relocation policy it has been notified to the Corporate Head office, Human Resource department in Montreal.Either their decision is to address with this benefit or not, what I will ensure Ted is the end government issue would be something which is fair, impartial and transparent to all the employees. This is how I woul d try to reclaim the confidence of Ted Baker on the company and try to bring his enthusiasm back for his job and Bombardier. Also this might reduce the dismay and consternation of Ted and allow him to recuperate his expectation and enthusiasm about working at Bombardier. Q 4 whats your accomplishment out of this case? HR salaryment and benefits policy affect the productivity and happiness of employees, as well as the ability of an organization to effectively realize its objectives. It is to an organizations advantage to ensure that the employees are creatively as well as equitably equilibrate and knowledgeable of their benefits. Key learnings which any organization and most importantly any head of the HR department can educe are illustrated below * Ensure equity and fairness in the remuneration and compensation policy and system as globally it has been place as a key component in creating a successful compensation system.The equity can be ensured in the following three uniq ue ways * Provide workplace equity which implies giving experience that all employees in an organization are being treated slightly * Establish a culture of internal pay equity where all employees in an organization can perceive that they are being rewarded sensibly according to the relative value of their jobs within an organization * Offer pay by omparing external pay conditions to ensure external equity exists when employees in an organization perceive that they are being rewarded fairly in relation to those who perform similar jobs in other organizations * Perceived inequity or unfairness, either external or internal, can result in low morale and loss of organizational effectiveness. For example, if employees feel they are being compensated unfairly as was illustrated in the case of Ted Baker, it can have a negative and demoralizing impact.Employees may restrict their efforts or leave the organization, disconfirming the organizations overall performance and also cause loss o f goodwill. The key learnings from this case can also be linked to one of Abraham Lincolns famous quote which states It is straight that you may fool all the people some of the time, you can even fool some of the people all the time, but you cant fool all the people all the time. Also a related quote can be drawn to express the learnings from the case Its better to lose in a cause that will someday win, than win in a cause that will some-day lose 4. 0 Implications Every organization is powered by its people. Consequently, effective HR strategies are critical to ensure productivity and upper limit success. HR professionals play an important role in terms of plan of attack up with the right strategies to support organizational direction but mustiness have the ability to think beyond tactics to identify the high-ranking areas of focus that will drive success. * Consider Strategic Vision HR leaders should review the companys current vision to get back ways in which HR activities ca n support that vision.In concert with other organizational leaders, HR staff must consider whether the vision is applicable based on external and internal factors and whether changes in the marketplace may be suggesting a new vision. * Consider Demographics HR leaders should examine the demographics of the workforce to determine where gaps may exist between current skills and the need for skills and experience that may emerge in the future, in alignment with the organizations vision and strategies.HR strategy should be focused on filling these gaps through strategic recruitment, retention and training efforts. * Transfer of Knowledge Ensuring transfer of knowledge between department workers whether they are departing voluntarily or involuntarily, or due to retirement or other reasons is necessary to ensure continuity and minimal impact on productivity and effectiveness.