KEY INFLUENCE ON HRM QANTAS Flashcards
(17 cards)
list the stakeholders in hr at qantas
- qantas management (employer)
- employees
- unions
- employer associations
- government organisations
stakeholder qantas management (employer)
- much of qantas’ labour costs has until recent years been locked in union-negotiated awards and enterprise agreements predating the company’s 1995 privatisation
- qantas decisive in pandemic standing down thousands of staff and outsourcing more takss making 9000+ staff redundant
stakeholder employees
- over 27000 employees
- over last 15 years employees angered by qantas’s IR tacticts and the length of time taken to end some disputes
- angered by responses to pandemic including denyinga ccess to types of leave, absorbing overtime allowances into jobkeeper payments and increasue use to outsourcing and issues relating whs
stakeholders unions
- qantas has a highly unionised workforce, employees rep by 14 diff unions
- trade unions played major role in controlling and resolving industrial disputes and negotiating new enterprise bargaining agreements
- over past 15 years, union opposed pay cuts, outsourcing, causlisation of workforce and job losses
- belive qantas capitalised on turmoil in aviation industry by accelerating HR reforms
- unions iniatings everal court preceedings against qantas during pandemic
stakeholder employer associations
qantas is a member of australian international airlines operating group
–> this employee assocation reps the concers of qantas to federal gov and community
BUT qantas often advocated for itself
stakeholder government organisation
fair work act have administered and enforced policies on IR through fair work commission and federal court
what is part of employment contract
- statute law
- common law
- min employment standards
how did the introduction of fair work act impact qantas
- 2009 rudd labor gov introduced fair work act which significantly impacted qantas –> before qantas could demand employees sign AWA ( individual contract) as employment requirement, they could write own workplace agreements for new businesses which required no union or employee brganing
how did jobkeeper influence qantas
stand down provisions in the fair. work act allowed qantas to slash its labour costs while operating at significantly reduced cspacity at the height of pandemkic without maing more employees redundant
- qantas largest recipinet of jobkeeper receving $850 million
how has albanese gov recent changes to fair work act impaacted qantas
‘same job, same pay’ provision has forced Qantas to pay those engaged through labour hire companies and as contractors the same as employees, adding over $60 million to its annual wage bill.
Qantas WHS program
Qantas’ WHS program has increased safety awareness and led to an 80% reduction in employee injuries since it commenced in 2001.
anti- discrimination and eeo at qantas
- it has an inclusive and diversity strategy
- removing agre barrier
- promoting LGBT
- embracing cuktural diversity
role of women in qantas
- ensures female workers are treated with equity and fairness in accordance with affirmative action act 1986
- increase role of women in management and executive roles
- gender balance taget of 38% eomen in senior position was achieved in 2021 up from 21% in 3007
- vanessa hudson is qantas’ first female ceo
- nancy bird walton initiatuve aim to increase intake of female pilots by 40% by 2028
GFC at qantas
- gfc a prolonged downturn in 2009
decrease in demanced –> airline reduce staff numbers –> executive pay was frozen - economuc ocnditions has been a major factor in wantas hard line approach to reduce wage increases in enterprise bargaining wit6h its unions over revent years
- 5000 jobs cut from 2013-2015
COVID-19 at qantas
80% workforce was stood down in april and may 2020
- senior management salaries were cut by 15%
- bonuses were cancelled
- over 9000 workers made redundant
- now thier focus is back on acquisition
technology at qantas
staff have had to learn new skills
- qantas staff who were not stood down during pandemic were able to work from home were required to do so with meetings conducted viua conferencing platforms like zoom.
–> ran weekly virtual ‘town hall meetings’
social influence on hr at qantas
- increased workforce employed as pat time or casual by 20% –> reduce costs
- many qantas functions such as IT, call centres and maintenance are increasingly outsources
- increase participation from women
- bwomen now com[primise 47% of wantas’ total workfrce with 40% vof senior positions occupied by women
- ‘Keep in touch’ program for staff on maternity leave
-diverse qork force
