From my experience in a BA subsidiary, I never failed to be amazed at how much effort seemed to be directed at attacking staff and their terms, conditions and status, rather than the competition. BA HR manager implants in particular seemed to take great delight in point scoring often spending far more in legal fees and HR/ management man hours than they actually saved. One can only assume that every little “victory” was another point on their promotion sheet or towards their KPI bonus.
Generally, they would always go for the weaker elements avoiding any conflict with those who might actually stand up to them. When the weak rolled over, they went for more.
There is nothing more demoralising than being managed by people who have been seconded into your company short term just to gain experience in an environment where mistakes are easy to cover up and don’t affect the parent. They have an escape route (BA contract) and have nothing but short term goals and targets.
The fact that they choose to brand themselves as the “Leadership Team” also speaks volumes. They did a bit of managing, but leading – no way. None had the guts to be honest with the staff, tell it as it was and to stand up to Waterside. This will always be the case when managers have no long term ties to an operation and are only motivated by short term targets.
As for your 50% on time target. It is so good to be away from BA where it is now possble to achieve 90% on time with very little effort. BA has (had) some fantatic people on the ground, but unlike the outside world, everyone works in their own litle patch does their bit and palms it off onto the next department. Very little is joined up. Now, the team responsible for geting us off bear full responsibility for on time right up until the Tug drives off. This is what WW should be sorting. Working together as a team, rather than just talking about it. This will never happen in BA if they continue to fight with their staff.
Last edited by biddedout; 13th March 2008 at 10:51.