Case Study

3986 Words Aug 1st, 2013 16 Pages
Singapore Airlines: Managing Human Resources for Cost effective Service Excellence
“In Singapore, we always want to be the best in a lot of things. SIA is no different. … a lot of things that we have been taught from young, from our Asian heritage … filial piety, the care and concern, hospitality, and, of course, the most important part is trying, if we can, to do whatever we can to please the customer. And how do we do it? Sometimes, people just wonder, ‘How do you guys manage to do it with limited time and resources on a flight?’ yet we manage to do it somehow. Call us magicians.”
Lim Suet Kwee, Senior Rank Trainer, Singapore Airlines Training School, and Senior Flight Stewardess

SIA’s new business class has the widest seats in the
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After these baseline requirements, they undertake several rounds of interviews, uniform checks, a water confidence test, a psychometric test, and even attend a tea party.

The next interview is the management round where the senior vice president and senior cabin crew staff interview those shortlisted. In the final stage, the applicants attend an apparently informal tea party that gives management a further opportunity to observe applicants’ interaction style and demeanor. From the 18,000 applications received annually, only some 600–900 new cabin crew are hired to cover turnover rates of 10%, including both voluntary and directed attrition, and company growth. After the initial training, new crew are carefully monitored for the first six months of flying through monthly reports from the inflight supervisor during this probationary period. Usually, around 75% are confirmed for an initial fiveyear contract, some 20% have their probation extended, and the rest leave the company.
This meticulous selection process ensures with reasonable certainty that SIA hires applicants with the desired attributes with a selection rate of 3–4% of its applicant pool. Despite the stringent procedures and strict rules about appearance and behavior, many educated young people around the region apply to join SIA due to the perceived social status and glamour associated with SIA’s cabin crew. SIA’s reputation as a service leader in the

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