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Strategic HR Practices in Oman Air
Oman Air is the national airline of Oman, and it has its headquarters in Muscat International Airport in Muscat. The company
provides different services ranging from domestic and international passenger flights up to air taxi and charter flights. Oman Air was
established in 1970 when it started operating as Oman International Services. In 1972, the company later started running in the Seeb
International Airport (Oman Air, 2015). Oman Air was rebranded and formed in 1993 with the intention of providing flight services in
Oman and across the world. Up to date, the airline operates in more than fifty destinations across twenty-seven countries, with India
having the most destinations. The company’s vision statement is to be a high quality airport service provider promoting Omani
hospitality to all of its customers. The company thus aims at providing the best friendly services to its customers. Its mission statement
is to provide customers with high quality, reliable, and safe airport services, on top of that, the company also plans to offer attractive
financial returns to its stakeholders, attract national talents and promote Oman brand to all of its guests (Oman Air, 2015). Its values
are; trust and respect, integrity, and transparency, taking responsibility, and teamwork, and fun.
This Tri-fold brochure aims to outline the strategic human resource practices that the Oman Air uses in its operations. Therefore, the
brochure would begin by analyzing the company’s strategic HR accomplishments then critically evaluate them. It would also state the
strategic areas that the company has performed perfectly (Alagat, Dalluay, Al-Zadjali, and Al-Abdullah, 2017). Finally, a proposed
HR strategic plan would be provided to help the company to develop its future human resource management. This will be achieved by
stating the areas that the company needs to improve and the actions that it should take.
Analytical description of Oman Air strategic HRM Accomplishments
Oman Air invests a lot in its human resources so that it can provide quality services and provide the desired experience to its
customers. Various measures have been taken to strengthen the company’s strategic human resources development. To begin with,
Oman Air aims to promote employees internally as a move to motive them (Alagat, Dalluay, Al-Zadjali, and Al-Abdullah, 2017).
Between 2014 and 2015, the organization has provided 1194 promotions to its employees, with 758 being selected to higher grades
through its internal recruitment. The company has thus achieved 94% of its recruitment plan, where it aims to reach 65% Omanisation.
The management also understands the role that the pilots and engineering play. According to Oman Air, these workers are the
backbone of their operations, and they are always paid competitive wages (Alagat, Dalluay, Al-Zadjali, and Al-Abdullah, 2017). Over
time, the company has also implemented changes aimed at improving the general salary of its employees. This has been brought by
the increase in profits and fleets of new airplanes. Oman Air understands that it is only through empowering its employees that it will
remain competitive in the already congested industry. It has thus invested heavily in its employees so that they can provide the
customers with the right experience. It is through its strategic human resource development that the company has been awar...
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