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Starting from Scratch

Case Background
JetBlue has gain success from 1999 until 2000 Rhoades want to continues this success through long period of sustained growth. In the next 12 months, 10 new aircraft will be added 1000 addition employees needed (become 5000 employees total in 2004) Rhoades wondered what it would take for to meet these growth target and keep productive and flexible.

JetBlue was incorporated in Delaware in August 1998. David Neeleman (former Southwest Airlines employees( founded the company in February 1999, under the name "NewAir." Initial capital of $ 130 million The top management is veterans of the airlines industry who were looking for chance to start from scratch.

Introduction to JetBlue
Home Base : New York City JFK International Airport Type of aircraft : Airbus 320 (less fuel, better cabin technology, has a wider cabin) Market Segment : people who arent going travel, people who are disgusted with their current choices, people would drive, or people who wouldnt go at all Goals : low fares, great services, and to deliver on that promise over time Operation Strategy : o The worlds first paperless airlines o Each pilot was provided with a laptop into which was loaded all the required flight and operation manuals o Almost all maintenance logs were also computer based o E-mail as a media of communication

Industry competitiveness

Better technologies

Customer service improvement

Jetblue Airlines

Airplanes

Price

Competitor

Southwest Airlines

Problem formulation
JetBlue Airways use Human Resource Management specifically a value centered approach to managing people as a source of competitive advantages.

Developing People Through Competency Based

Technology 10 New Aircraft (modern)

Organization Company Culture

Competition High Standard Employess

Jetblue corporate values

Safety

Caring

Integrity

Fun

Passion

analysis
JetBlue Key Policies :

Customized employment packages.


Waived Probationary Period. 401k and Insurance benefits. Medical Benefits. Profit Sharing Benefits. If work on holidays Double Pay.

analysis
Recruitment :
External Recruitment. Internal Recruitment.

Selection :
Personnel Interview Process for Pilot and Mechanics looked for applicants who displayed integrity and showed traits consistent with company values of safety, caring, integrity, fun, and passion.

Performance Evaluation :
Factors that Influence Performance Evaluation : Nondiscriminatory. Refuse to let union activity take root in the company. Corporate culture
360-degree Feedback Evaluation for employee performance.

Developing People Through Competency Based. It means that every employee in JetBlue is a High standart employee and highly competent. Corporate values of safety, caring, integrity, fun, and passion became the basis for the human resources policies and procedures established by the company. Low cost airlines that focused on customer satisfaction with new plane, leather seats and with technology.

Hard competencies

For Job Skill and Computer Skill such as:


Communication training Pilot training for qualification on the A320 High comfort level with computers

EMPLOYEE COMPETENCIES

Hard Competencies
For Job Skill and Computer Skill such as: Communication training Pilot training for qualification on the A320 High comfort level with computers

Soft Competencies
Jetblue corporate values

Safety

Caring

Integrity

Fun

Passion

Expertise & Concern for order, Self Confidence Achievement Organizational quality and Customer Service (Self assurance) & Orientation Awareness accuracy Orientation & Self Control Impact and Influence

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