While taking into account the need to implement changes in the management of human resources in Emirates Airlines, the chosen intervention program was based on several steps:
- Communicating the goals of changes to subordinates was an integral attribute of a successful optimization project, and at general meetings, crucial information was transmitted to all employees.
- To improve the outcomes of the intervention, an initiative group was formed, which consisted of heads of departments and their deputies.
- Specific initiatives were proposed, in particular, building flexibility by enhancing communication among diverse communities.
- All employees involved were engaged in individual tasks that implied promoting the objectives of the change program.
- To remove barriers, employees with different cultural backgrounds were involved, and each representative of the initiative groups received comprehensive data about the aims to achieve.
- To begin with, short-term goals were set, which implied involving all subordinates and introducing the necessary training courses to enhance professional qualifications.
- To sustain the stated regime, additional problem-solving instruments were engaged, in particular, forecasting diagrams.
- Ultimately, the evaluation of work in an updated regime was conducted. To maintain the new program of interaction with human resources, performance evaluation systems were compiled based on the comparison of the previous and current productivity results.
The performed change model was a convenient and efficient intervention algorithm. While analyzing its steps and specifics of implementation, one can note that the program’s provisions corresponded to Kotter’s change model. According to Rajan and Ganesan (2017), this mechanism implies engaging a large number of stakeholders in the transformation of the work regime. As Al-Haddad and Kotnour (2015) argue, the model promotes a holistic approach to maintaining the sustainability of changes and offers tools to avoid the most common mistakes made by managers. Thus, when comparing this model with the change process in Emirates Airlines, one can assume that the program was effective and in line with the basic ideas included in the change system under Kotter’s model.
Reference List
Al-Haddad, S. and Kotnour, T. (2015) ‘Integrating the organizational change literature: a model for successful change’, Journal of Organizational Change Management, 28(2), pp. 234-262.
Rajan, R. and Ganesan, R. (2017) ‘A critical analysis of John P. Kotter’s change management framework’, Asian Journal of Research in Business Economics and Management, 7(7), pp. 181-203.