You are on page 1of 8

t

KINGSTON COLLEGE
HRM by Ronei Silva

KINGTON COLLEGE- HRM


HUMAN RESOURCE BUSINESS PARTNER REPORT– LATAM AIRLINES
WORD COUNT - 3000
HUMAN RESOURCE BUSINESS PARTNER Enterprise and Innovation
REPORT– LATAM AIRLINES
EXECUTIVE SUMMARY

1
HUMAN RESOURCE BUSINESS PARTNER
REPORT– LATAM AIRLINES
CONTENTS

Executive Summary ....................................................................................................................................... 1


Introduction .................................................................................................................................................. 3
Recruitment and selection ............................................................................................................................ 4
The legal framework and HR ......................................................................................................................... 5
Development review, the planning process, learning and development ...................................................... 5
Employee recognition by reward and performance pay in practice ............................................................. 6
Employee engagement.................................................................................................................................. 6
Annexes ......................................................................................................................................................... 7
References..................................................................................................................................................... 7

2
HUMAN RESOURCE BUSINESS PARTNER
REPORT– LATAM AIRLINES
INTRODUCTION

3
HUMAN RESOURCE BUSINESS PARTNER
REPORT– LATAM AIRLINES
RECRUITMENT AND SELECTION

Challenge
Reduce the number of turnover by hiring the right members for LATAM’s LHR team
Considering the high investment on regulatory trainings from operating markets such as UK,
Brazil and Chile and local administrative costs such as Airport IDs, Car parking, Uniforms and
Facilities the number of employees that leave the company within the first year of employment
is far too greater that what was previously expected.
In these days, there is an average of twenty one percent of staff rotation on yearly basis and
suddenly with the change of company policies high staff turnover became a reality however the
costs involved in training and preparing a new member of the team to be ready to perform the
desired role is still as high as ten years ago when we had a turnover of less than five per cent

Practice / Policies
Current policies and practices for recruitment within LATAM LHR starts with our HQ in Santiago
Del Chile approving a position based on capacity studies for our station, then our HR office based
in Madrid advertise the position externally / internally, after which it receives the candidate(s)
applications by a closing date. The candidates are then invited to take part on a series of
psychometric online tests, these tests measure aptitude, personality or interests of the
candidates. The aptitude tests – help us measure how the candidates differ in their ability to
perform or carry out different tasks that are associated with the possible day to day operations
at the Airport or any other specific area of the company these are normally used at the first
stages of a selection process within LATAM Airlines. The personality tests – help us measure how
the candidates differ in their style or manner of doing things, and in the way, they interact with
the aviation environment, people and other members of the team (personality). The interest’s
tests – help us understand better each new employee and the things that will make them
happier inside and outside the work environment, this is often used to help us organize team
building events. After which the candidate’s applications are compared against the position
specification, those with the best fit are invited for interview with the supervisors and station
managers, the candidates that pass the tests and arouse interests from managers are then
selected for the position.

4
HUMAN RESOURCE BUSINESS PARTNER
REPORT– LATAM AIRLINES
THE LEGAL FRAMEWORK AND HR

Challenge
UK HR issues being handled by LATAM’S HR business partners based in the European head
offices in Madrid, Spain. Explanation…. Due to operational cost reduction, our headquarters
decided to cut the HR Business partners positions from Frankfurt, Milan, Paris and London and
concentrate HR practices in our European head offices in Madrid, since this took place in late
2016 it has become a challenge for local managers to keep the HR practices on track at our LHR
station, every time the supervisors and management team feels the need to start a disciplinary
process with one of the staff members they have to contact the HR business partners from
Madrid, this delays the communication and the application of the policies effectively, there is
also clash of culture and understanding of the employment law in UK, this simply because the HR
business partners are not fully integrated with the practices in our UK offices as well as having
support every other station manager in Europe with HR matters it really stretches the
capabilities of the European HR team.

Practice / Policies

LATAM’s current procedures on disciplinary are designed to ensure that all staff are dealt fairly
and consistently if a concern arises over conduct or performance, although many concerns about
conduct and performance can be handled informally, there are occasions when this has not
worked or informal discussions are not appropriate. In these circumstances, a disciplinary and
performance are normally put in place.
When using this procedure, LATAM’s approach may vary. For example, training and review
periods are more likely to be appropriate where the concerns are performance-based as
opposed to conduct-based.
If the concerns are about conduct or performance which LATAM’s decide to raise under this
procedure the key elements based on ACAS Code of Practice on Disciplinary and Grievance
Procedures are that:
a) LATAM will set out the concerns about the member of staff conduct or performance in
writing.
b) LATAM will organise a meeting (which, under this procedure, is called a hearing) to
discuss the concerns and listen to the member of staff response.
c) If LATAM decide a concern is justified, LATAM will explain the action which has been
decided to take.
d) The member of staff may appeal against any action LATAM’s take.

5
HUMAN RESOURCE BUSINESS PARTNER
REPORT– LATAM AIRLINES
DEVELOPMENT REVIEW, THE PLANNING PROCESS, LEARNING AND DEVELOPMENT

Challenge
e

Practice / Policies
e

EMPLOYEE RECOGNITION BY REWARD AND PERFORMANCE PAY IN PRACTICE

Challenge
e

Practice / Policies
e

EMPLOYEE ENGAGEMENT

Challenge
e

Practice / Policies
e

CONCLUSIONS AND RECOMMENDATIONS

Recruitment and selection


At interview, the job description is used to form the basis of the questions in other to gather the
best possible information from the candidates to compare against the desired model.

6
HUMAN RESOURCE BUSINESS PARTNER
REPORT– LATAM AIRLINES
Interviews are the traditional and still the most popular method of selection across LATAM
Airlines, but they are not necessarily the most effective in indicating how well an individual will
perform in a job. This is because interviewers tend to be swayed by appearance and personality,
and are often overly influenced by first impressions.
Interviews are the most popular form of selection
They can involve one or more interviewer
They are a relatively cheap method
They can be unreliable as they don’t give a valid picture of how someone will perform on the job

ANNEXES

REFERENCES

7
HUMAN RESOURCE BUSINESS PARTNER
REPORT– LATAM AIRLINES