INDIVIDUAL REPORT PORTFOLIO: CASE STUDY OF EASY JET PLC.

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Individual Report Portfolio: Case Study of Easy Jet Plc.

Introduction

Managing people is not as straightforward as it is in the case of managing other organization resources. The main reason for this difference is due to the existence of feeling, different interests, and diversity of culture among employees. Therefore, managers have a hard task in aligning individual employees' goals with organizational strategic objectives. The fact that people determine the success of an organization is indisputable, considering that staff fructifies every operation that an organization wishes to undertake. Without effective management of human resources, multinational companies such as Walmart, Amazon, Alibaba, Easy Jet, Nissan, Toyota, among others, would not even appear in international market space.  Itika (2011) believes that business success relies on employees to the extent of up to 65%. This evidence means that all other organizational resources such as technology, equipment, capital, and other infrastructure contribute a total of 35% of any organizational success. This report aims to discuss how leadership and management, training and development, and talent management underpin performance management at Easy Jet Company.

The Operational Context of Easy Jet Plc.

The birth of Easy Jet relied on a concept by Stelios Haji-Ioannou in 1995. First company's operations were minimal as it relied on British Airways for the supply of aircraft. In 1996, the company started planning on how it would own its aircraft and commenced the purchasing process. During its growth process, the company was keen on acquiring business partnership and in 1999, it became a principal subsidiary of the Swiss Company. This commitment led to the opening of new operational bases in Switzerland, Dortmund, and Liverpool. By the year 2009, the company has established over 18 operation bases with slightly over 4000 employees in air and others on the ground in all operation centres.

                     In 2008, Easy Jet finally acquired the British Airline GB Airways, an action which made it the fourth largest air in Europe. At the beginning of the year 2018, the company announced a strong opening with over 41% increase in sale to about 1.14 billion pounds. During the period, revenue per seat gained a 2.1% growth load due to its favourable customer service factors. Easy operational success is entirely dependent on the number and the conduct of human resources. Since 2011, data presented by Sonnichsen (2019), Number of People Employed by EasyJet plc from 2011 to 2018, by Gender proves that the company has been having a consistently increasing number of employees since 2011. For example, in 2011, 8288 people, both male and female, were employed, in the following year, the number increased to 8446 (Data breakdown available in the appendixes).  The trend is continuously progressive including 2018 when the company employed 13245 staff, both male and female. In the current year, data by Sonnichsen (2019) estimates that the company will have hired over 15,000 employees. Current, the company has more than 14,000 workers. The upward trend in the number of employees and the retention rate depicts positive management approaches are well as effective performance management of people at work.

Leadership and management

Leading others is an effective way of deriving results. Easy jet company is famous for the application of varying models when managing people. Report by Sonnichsen (2019) proves that it would not be easy for the company to offer innovative service without capable leaders. Due to its long line of management and hierarchy, the company leadership benefits from the presence of many willing and abled team leaders and champions to spearhead the organizational agenda.

The conduct of leaders at the company contributes significantly toward the company's current market condition. For example, when Dame Carolyne McCall joined the company in 2010 as...