Bombardier Aerospace

example 1Bombardier Aerospace Prep atomic number 18d for AKM Mominul Haque Talukder Course Instructor homophile resource Management East watt University Prepared By Group- 6 promise ID No. 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 wolfram University East West University October 20, 2012 CONTENTS discipline Summary Bombardier Aerospace1 Comptications 3 c each(prenominal) told into question One4 Question Two5 Question Three6 Question Four7 Implication8 . 0 circumstance Summary Bombardier Aerospace Bombardier Aerospace is a di visual sense of Bombardier Inc. and is regarded as maven of the third largest aircraft political party in the world in ground of yearbook deli real of commercial airplanes everywhere altogether, and the fourth largest in legal injury of yearly delivery of regional jets. It is headquartered in Ville-Marie, Montreal, Quebec, Canada. Bombardier started its journey with the fo downstairs J. Armand Bombardier in 1942 to manufacture tracked vehicles for transportation on snow covered terrain and has earmarked itself as unity of Canadas oldest, most diversified and reputed companies.By 2002, the guild has grown revenues to $21. 6 billion with a net 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 giving medication with full normal and production operations in Canada, unite States and UK. Such operations made Bombardier Aerospace as the third largest civil airframe manufacturer and a leader in region airliners, calling jets and amphibious aircraft.Its high-performance aircraft and s ervices portion the standard of excellence in around(prenominal) markets, including Business Aircraft Commercial Aircraft Amphibious Aircraft kelvin Travel Solutions Specialized Aircraft Solutions Aircraft Services And grooming During 1999, by and by several months of negotiation and plan process Bombardier Aerospace was able to build a unique relationship with the Canadian Government, who after the Cold War started at looking at how military could operate under tighter fiscal restraints.In a joint initiative under NATO, Bombardier Aerospace agreed to service and own didactics aircraft and in turn leased these aircraft to the Canadian military for training purposes. This arrangement was named as NATO charge rescue up in Canada (NFTC) which aimed at managing Ground Based fledge Training School and Simulator Training. In any prone magazine , approximately 75 students from Canada and opposite NATO countries were enrolled in the NFTC training program. Alex Lachance hails with 20 days of flying project in the Canadian military and after an illustrious experience with Canadian military has withal set-aside(p) several different invests.During 2002, Alex joined Bombardier Aerospace as the manager of ground-based training operations for Nato trajectory Training in Canada NFTC and almost at just ab come to the fore point in time Ted baker who had successfully completed Bombardiers wonder process few months in front joined as an instructors in Nato trajectory Training in Canada (NFTC). The hiring process at bombardier was quite an a challenging one time since achieving the devil crucial objectives of finding an incumbent for the unemployed position who is equally equip in basis of the technical expertness mandatory along with their fit of the vista with the Bombardier floriculture of was not an easy t withdraw. withal, it was seen that whoever dickered during the interrogate process, on the whole achieved a transgress remuner ation package with the per diem fee remunerative only to those who negotiate for a touching border of this nature. When Ted, a modern choose came to know closely this, he was abruptly diswhitethorned and dis constitute on the fair and dirty compensation dodging of Bombardiers. Ted raised this out to the newly appointed manager, Alex who was short surprised and after universe communicated besidesk the issue to the HR.Once he obtained a thorough judgment and comprehended that the per diem permissiveness has been only remunerative to those who shoot bargained. He thought of aerodynamic lift the issue to the corporate head office. The predicament over which Ted is now fixated is what go away the after effect of implementing much(prenominal)(prenominal) a polity? Will it imply Bombardier changing its insurance insurance for all its operations? Will it consider that it lead increase exist to the company? These were several questions which were pondering in Ale xs mind. Also the fact being that he has just joined the company not even few months ago he was quite perplexed and confounded regarding what tone to take. . 0 Complications Critical challenges which were witnessed in the deterrent example Bombardier Aerospace are depicted on a humbleer floor * The interview process in the boilers suit hiring operation remained to be quite challenging since achieving the deuce crucial objectives of finding an incumbent for the va quartert position who is equally equipped in terms of the technical expertise required along with their fit of the poopdidate with the Bombardier culture of entrepreneurial high achievement was not an easy job. * Bombardiers current motility constitution did not seem to be fair and transparent to all.It meant candidates who meliorate bargain in their interview process would realize most as only if virtuallyone raises concerns on go incidentals and meals only those were offered the per diem hire. * Discrepancy which existed amongst new hires in terms of compensation was heard by some of the new appointed instructors and potential recruits verbalized diswhitethorn and alert which certainly modify employee morale to wrick for this company and dismissal resulted in lack of intensity closely their job. Another associated challenge was if these newly appointed instructors those who earn not been provided with the benefit of the per diem allowance for moving incidentals and meals together lodge an protestation and charm to the Labor Relations Board, it will engender not only monetary wrong for Bombardier Aerospace via compensations but excessively ikon loss which would agree trickle make believe in potential future instructors as they will be reluctant to kick the bucket part of Bombardier Aerospace which is unfair and unjust with their employees. 3. 0 QuestionQ 1. Evaluate Ted bread makers answer to NFTCs motion constitution and his ratiocination to approach Alex Lachanc e? Ted Baker had successfully completed Bombardiers interview process during spend of 2002 and was offer an trying on in Nato Flight Training in Canada (NFTC) to commence work few months later. During this same time close about other 20 instructors were withal appointed. About 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(ip) concerns about which he was extremely dismal. He had overheard the conversations of other newly employed instructors regarding their motion benefits and compensation and most significantly the per diem allowance provided to cover their moving incidentals and meals. Ted was extremely frustrate to see the motility policy of Bombardier which to him reflected an unfair and inequitable system as he felt that it was not fair for some employees to receive a per diem allowance and mend others did not.Also, when Alex came to know about it, he was surprise and surprised to learn about such compensation policy and he too felt it was not an evenhanded and a just policy to handle recruits, and he did not mention anything to Ted upfront. Also, one important thing was Ted had negotiated compensation for moving allowances, a paid trip to wapiti Jaw and interim lodging and this surplus compensation was tied up to the normal three- year loan agreement and correspondingly 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 disapprove reaction about the NFTCs motility policy. Q 2 In your position as Alex Lachance would you attempts to change the relocation policy? enjoy be specific? If I was assumption the position and responsibilities of Alex Lachance, I would nonplus adoptive an absolutely fair and impartial relocation policy. Hence, for this if r equired changing the policy, I would have certainly opted for that taking approval from all those concerned. The national presents the scenario of a recruit Ted Baker who felt his package was discriminated when compared 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 precept from the human resource discussion section which strictly stated that these additional benefits were paid to those who dis gamboled better bargaining power during the interview. Based on the potential incumbents pick up 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 take apart this matter * Step 1 I would have taken this issue to the integrated foreman office , Human Resource part in Montreal before circulating a new uniform hiring and compensation policy. This was to make the implication of such policy at a group level as Bombardier had so many employees all over the world. * Step 2 Also, I would have given testimonial 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 significantly the cost machine-accessible 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 instance 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 tr eatment, this might cause truth suit charges to be paid and also loss of reputation and image as an employer and company. Q 3 How would you respond to Ted Baker? My reply to Ted Baker would be a very candid, direct and impartial one which I would have provided him after thoroughly fellow senseing and evaluating the given situation. First of all, I would have thanked Ted Baker for being upfront and relative me about the exact issue what he heard from other new instructors without creating record about the company.And would also point out that his behavior and attitude was a reflection factor of him already being part of the company. As a second step I will provide him re-assurance that after vital scrutiny it has been observed that there has been some discrepancy in the past about the offer of per diem allowance. Hence, with my proposed recommendation of starting uniformity in the relocation policy it has been notified to the Corporate Head office, Human Resource division in Montreal.Either their decision is to keep up with this benefit or not, what I will see to it Ted is the end outcome would be something which is fair, impartial and transparent to all the employees. This is how I would try to regain 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 learning out of this cheek? HR Compensation and benefits policy carry on the productivity and happiness of employees, as well up as the ability of an scheme to utilely realize its objectives. It is to an organizations vantage to get word that the employees are creatively as well as equitably salaried 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 justness and fairness in the remuneration and compensation policy and system as globally it has been identified as a key component in creating a successful compensation system.The equity can be ensured in the following(a) three unique shipway * tender workplace equity which implies giving wisdom that all employees in an organization are being treated jolly * open up a culture of internal throw equity where all employees in an organization can perceive that they are being rewarded fairly according to the relative judge of their jobs within an organization * Offer ease up by omparing outside(a) 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 iniquity 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 below the be lt as was illustrated in the outcome of Ted Baker, it can have a negative and demoralize impact.Employees may restrict their efforts or decease the organization, damaging the organizations overall performance and also cause loss of goodwill. The key learnings from this case can also be united to one of Abraham Lincolns renowned quote which states It is true that you may flash all the flock 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 link up quote can be raddled 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 maximum success. HR professionals play an important role in terms of coming up with the right strategies to nutriment organizational direction but must(prenominal) have the ability to think beyond tactics to identify the high-level areas of cogitate that will drive success. * experience strategical Vision HR leaders should follow the companys current vision to determine ways in which HR activities can 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 manpower to determine where gaps may exist amongst current skills and the need for skills and experience that may emerge in the future, in co-occurrence with the organizations vision and strategies.HR strategy should be focused on filling these gaps through strategic recruitment, retention and training efforts. * Transfer of intimacy Ensuring transfer of knowledge between department workers whether they are departing voluntarily or invo luntarily, or due to retirement or other reasons is necessary to ensure continuity and borderline impact on productivity and effectiveness.