Qf Engagement Survey Results
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Qf Engagement Survey Results
So, what does one and all think of the engagement survey results? I heard 22% are disengaged with the company. I think, truth be known, this number is actually a lot higher " out on line".
I look forward to the company finally taking a stand and realising that in order to be a 'premium airline' and deliver an 'exceptional experience' every time we goto work, we must have the necessary tools to be able to do so. We must remember that in order to make money, you need to spend money! It seems AJ is quite keen to change the culture and low morale of the company and god knows, the change can't come quick enough.
I think employees just want to feel valued and to be given the support they need to deliver on the vision being regurgitated by management. It seems long forgotten that employees are in fact your number one asset. In order for customers to be happy and shareholders to be content, you need to treat your frontline staff with respect... it's not brain surgery!
The stand-over, totalitarian tactics that the previous management team induced will take a long time to unpick and let's just hope the culture, morale and pride in the company can be improved through the workshops that are being planned.
What is everyone's opinion?
... Do you think QF is too far gone to be redeemed as the great airline it once was?
... What do you think needs to change in order to see more crew engaged?
...What would you do to change the culture?
...And, what do you think the company will do to get more crew back 'on-side'?
I look forward to the company finally taking a stand and realising that in order to be a 'premium airline' and deliver an 'exceptional experience' every time we goto work, we must have the necessary tools to be able to do so. We must remember that in order to make money, you need to spend money! It seems AJ is quite keen to change the culture and low morale of the company and god knows, the change can't come quick enough.
I think employees just want to feel valued and to be given the support they need to deliver on the vision being regurgitated by management. It seems long forgotten that employees are in fact your number one asset. In order for customers to be happy and shareholders to be content, you need to treat your frontline staff with respect... it's not brain surgery!
The stand-over, totalitarian tactics that the previous management team induced will take a long time to unpick and let's just hope the culture, morale and pride in the company can be improved through the workshops that are being planned.
What is everyone's opinion?
... Do you think QF is too far gone to be redeemed as the great airline it once was?
... What do you think needs to change in order to see more crew engaged?
...What would you do to change the culture?
...And, what do you think the company will do to get more crew back 'on-side'?
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Agree with Mud Skipper. Shouldn't even be discussed on this website!
This was an internal survey that should remain that way in publishing results and gathering opinions about moving the company forward.
We all know that this thread will simpy turn into yet another QF slagging match and achieve absolutely nothing! This should be discussed on Qrewroom, on the line, through fleet focus groups and with your respective management. Not on the 'New Idea' website of aviation!
This was an internal survey that should remain that way in publishing results and gathering opinions about moving the company forward.
We all know that this thread will simpy turn into yet another QF slagging match and achieve absolutely nothing! This should be discussed on Qrewroom, on the line, through fleet focus groups and with your respective management. Not on the 'New Idea' website of aviation!
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Have to say i totally agree with the previous two posters. Anything said here will be picked up by the media and will only be used to sensationalise the issue and damage the Qantas Brand.
The results of the survey are for the staff and only the staff. the common theme on here is how employees are genuinely interested in the Qantas brand and image. If that is the case then airing dirty laundry that doesnt assist the brand or reputation of the airline is incongruous with the sentiment of staff brand loyalty.
We have all had a chance to air our grievances anonymously and in singapore over the weekend I attended a briefing that clearly showed that the view of the staff are being taken seriously by the new CEO. The proof of the pudding is how the results and feedback affects decisions moving forward.
the one thing that i got out of the results is how loyal to the brand and the airline itself the overwhelming majority of staff actually are in all areas
The results of the survey are for the staff and only the staff. the common theme on here is how employees are genuinely interested in the Qantas brand and image. If that is the case then airing dirty laundry that doesnt assist the brand or reputation of the airline is incongruous with the sentiment of staff brand loyalty.
We have all had a chance to air our grievances anonymously and in singapore over the weekend I attended a briefing that clearly showed that the view of the staff are being taken seriously by the new CEO. The proof of the pudding is how the results and feedback affects decisions moving forward.
the one thing that i got out of the results is how loyal to the brand and the airline itself the overwhelming majority of staff actually are in all areas
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The above comments on ‘engagement brand damage’ appear to miss the point that even more ‘real damage’ to the number of persons travelling Qantas will emerge if management fail to comprehend that the results of the latest engagement survey are good reason to introduce a totally new cost reduction strategy. (Ie: a strategy that does not seek to reduce unit costs by further reductions in the terms and conditions of the workforce)
The company is well aware that significant fleet operating cost reduction can be achieved. However, they are just as well aware that rolling out any such strategy would require the Company to walk away from the competitive HR/IR consequences the two brand strategy produces.
The engagement survey confirms nothing new. It only reaffirms what it already known. (Ie: people segregation within the ‘same company’ is a destroyer of human capital.
There are choices:
· Continue on as things are, in the hope that management can ultimately overcome the destructive nature of internal competition created by two brand strategies,
· Roll out a strategy not based on the creation of internal competition.
Regretfully the aftermath of the Dixon years means the Qantas workforce is quite unresponsive to typical reengagement techniques and my money is on 'more of the same' won’t cut it.
Time has come to ‘cut loose’ the current HR/IR model.
The company is well aware that significant fleet operating cost reduction can be achieved. However, they are just as well aware that rolling out any such strategy would require the Company to walk away from the competitive HR/IR consequences the two brand strategy produces.
The engagement survey confirms nothing new. It only reaffirms what it already known. (Ie: people segregation within the ‘same company’ is a destroyer of human capital.
There are choices:
· Continue on as things are, in the hope that management can ultimately overcome the destructive nature of internal competition created by two brand strategies,
· Roll out a strategy not based on the creation of internal competition.
Regretfully the aftermath of the Dixon years means the Qantas workforce is quite unresponsive to typical reengagement techniques and my money is on 'more of the same' won’t cut it.
Time has come to ‘cut loose’ the current HR/IR model.
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I wonder if they will ever be able to put a value on the cost to the company of 10 years of complete disengagement by nearly the entire frontline staff.
I suspect the figure would be staggering.
I suspect the figure would be staggering.
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Given that they never released the results of a survey taken at the height of Dixon's reign, only a 22% disengagement is a massive turn-around! They should be jumping for joy!!
G'day
G'day
Nunc est bibendum
Having read the results (and emailed the CP thanking him for the publication of those results) it's obvious that spunksta hasn't.
It also enables me to tell Feather#3 that based on the report I've read no one will be 'jumping for joy'.
As to solutions, there are way and means. It's not an impossible thing to achieve. It takes leadership. Whether QF has enough of it is something that we'll see.
Specifics on a public forum though? I don't think so. Not from this little round tub of beer.
It also enables me to tell Feather#3 that based on the report I've read no one will be 'jumping for joy'.
As to solutions, there are way and means. It's not an impossible thing to achieve. It takes leadership. Whether QF has enough of it is something that we'll see.
Specifics on a public forum though? I don't think so. Not from this little round tub of beer.
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Apparently, last Friday, there was a HR woman visiting HM (that stands for Her Majesty's as in jail, not Heavy Maintenance) Hangar 3 in Brisbane to speak to staff one on one as apparently the results for the facility were worse than other areas.
Problem is, our local managers were following her around? How were employes able to give honest opinions when disgusting stand over tactics such as these were employed?
Refer above post!
Problem is, our local managers were following her around? How were employes able to give honest opinions when disgusting stand over tactics such as these were employed?
Refer above post!
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Embarrassment
For many Qantas employees the disconnection from the company stems from embarrassment.
Qantas aspires to be the best airline in the world but wont spend any money on the hard product.
Marketing creates an expectation for the passengers which in reality doesnt exist.
Qantas has he best employees but is not the best airline.
The money has been spent on airport lounges and the Exceptional building.Passengers dont spend 14 hours in lounges.They spend the time on aircraft which are in a tawdry state.Twenty five year old 767s and decaying jumbos are an embarrassment.Its hard to sell and believe in a product which is substandard .
The results from the recent survey high light this embarrassment
Qantas aspires to be the best airline in the world but wont spend any money on the hard product.
Marketing creates an expectation for the passengers which in reality doesnt exist.
Qantas has he best employees but is not the best airline.
The money has been spent on airport lounges and the Exceptional building.Passengers dont spend 14 hours in lounges.They spend the time on aircraft which are in a tawdry state.Twenty five year old 767s and decaying jumbos are an embarrassment.Its hard to sell and believe in a product which is substandard .
The results from the recent survey high light this embarrassment
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Passengers dont spend 14 hours in lounges.
Just joking of course.
Or am I?
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Spunksta,
The first positive is that 'Darth' is gone. The second suggestion would be for QF to go back to basics and read and implement ICAO's draft of a 'Just Culture'.
Gotta start somewhere.
What is everyone's opinion?
... Do you think QF is too far gone to be redeemed as the great airline it once was?
... What do you think needs to change in order to see more crew engaged?
...What would you do to change the culture?
...And, what do you think the company will do to get more crew back 'on-side'?
... Do you think QF is too far gone to be redeemed as the great airline it once was?
... What do you think needs to change in order to see more crew engaged?
...What would you do to change the culture?
...And, what do you think the company will do to get more crew back 'on-side'?
Gotta start somewhere.
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Spunksta,
Quote:
What is everyone's opinion?
... Do you think QF is too far gone to be redeemed as the great airline it once was?
... What do you think needs to change in order to see more crew engaged?
...What would you do to change the culture?
...And, what do you think the company will do to get more crew back 'on-side'?
The first positive is that 'Darth' is gone. The second suggestion would be for QF to go back to basics and read and implement ICAO's draft of a 'Just Culture'.
Gotta start somewhere.
Quote:
What is everyone's opinion?
... Do you think QF is too far gone to be redeemed as the great airline it once was?
... What do you think needs to change in order to see more crew engaged?
...What would you do to change the culture?
...And, what do you think the company will do to get more crew back 'on-side'?
The first positive is that 'Darth' is gone. The second suggestion would be for QF to go back to basics and read and implement ICAO's draft of a 'Just Culture'.
Gotta start somewhere.
- QF isn't too far gone. YET! At least not as far gone as G.D. and his $11,000,000.00
- Not only do more crew need to be engaged, but more people across the company need to be reengaged. No matter who I talk with within QF, it's the same story. Understaffed, stretched to the limit, outdated equipment, etc, etc. I have never seen morale as low as it is within QANTAS, and it won't be fixed by roadshows. QANTAS is a good company but is mismanaged like the state of NSW.
- Culture is not an easy thing to change. It is deepseated and deeply rooted within the company. And when I say company, I mean individuals who will do whatever it takes to achieve their own goal, no matter the expense. Maybe the "culture" has to change at the top. This may mean that target bonuses are scrapped, accountability for poor decision making is introduced and the individual/committee made responsible and dealt with accordingly (and I don't mean promoted to another section to bring that one down either).
- I don't even believe that the company (upper management) is interested in getting people back on side. When you look at the average tenure of the upper echelons, they're all blow-ins, hand picked by their mates. When their time is up, they move on to bigger and better things, and leave the mess for the staff to clean up, knowing they will clean it up or in the least, keep the airline going.
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Engagement ?
It's not about Engagement, it's all about Respect, or lack there of. The new CP is trying his hardest, it's a shame he is surrounded by the same old ,same old faces.
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It's not about Engagement, it's all about Respect, or lack there of. The new CP is trying his hardest, it's a shame he is surrounded by the same old ,same old faces.
Not only is respect lost, but so is trust. You can't have one without the other. Now that everything is driven by the dollar, respect only goes as far as the dollar and not a cent further. If there is a hint that a manager's bonus could be affected because of a cost blowout or, heaven forbid, an LTI, he/she will not be happy and will do whatever it takes to manipulate the figures to maintain their bonuses.
The same old faces are playing the same old games, and this is unfortunately the deep-seated culture with QF and many other big "brand" corporations.
In order to gain respect, you need to reengage the staff and gain their respect, and unfortunately, the divide seems to be getting wider.
