Modern management keeps instructing employees that efficiency and productivity are the most important factors of successful companies today. The number of employees needs to fit exactly the amount of work that must be covered. And these employees need to be always aware of a responsible and efficient use of resources. We as pilots know this – for instance from the decision on the amount of fuel that we take for a flight. And almost all big airlines have, by now, set up fuel efficiency programs to cope with the expensive fuel prices.
While this seems to be a very valid point for fuel and other resources, airline bosses seem not to be too ambitious when it comes to trust: they spare no resources for creating complex business structures and set-ups that would sow division and misinformation among the workforce. The usual setup of these transnational business models, be it one airline or airline groups, is primarily characterised by complexity, hard to oversee and split into many different production platforms.
These many different platforms give countless opportunities for crews to be played off against each other. The same aircraft, flown by different groups of pilots employed on different terms & conditions, results in a complex, but – from managements’ point of view – efficient structure.
Airline bosses seem not to be too ambitious when it comes to trust
But what about the consequences, be it short or long term? Employees are not ignorant. They do recognise the importance of a trust-based relationship with their company. They do characterise their own attitude vis-à-vis their employer by this level of trust. And they do appreciate and reward their employer for a trustful relation. It can’t be measured in numbers, but it is a must and – in fact – a true characteristic of successful companies.
Pilot association have rarely stood in the way of exploring new models of efficiency or flexibility, but we do criticise the unwillingness of modern management to invest into the long-term relationship with their staff. Transnational business models bring many opportunities with them to do exactly that: without hesitation, airline bosses should aim for a transnational coordination & stabilisation of their companies. There is a win-win situation for both sides here, employers & employees.
Employees are not ignorant. They do recognise the importance of a trust-based relationship with their company.
Under the umbrella of ECA, we have set up already various transnational airline pilot groups – be it in airlines like West Atlantic, SAS or easyJet & Norwegian: pilots are coordinating transnationally. We are able to deliver the platform – and the related trust – that truly efficient and productive airline management requires. Not only for the good of the staff, but for the good of the companies!
by Capt. Dirk Polloczek