cross cultural poster

• Ryanair's operations have been consistently plagued with employee discontent and protests (Temming, 2017). Communication between Line Managers and employees has been tensed, and performance has suffered as a result. The Company would benefit from the strategic positioning and interpersonal skills of the Human Resource Business Partner.

• As an employee advocate, he or she would engage employees in dialogue and ensure that whatever findings are made are brought to the attention of the line manager promptly to be addressed.

• Also, as a collaborative partner, he would assist in channeling the needs of the line manager in a way that will be understood and well received by subordinates.

• Effective communication would eventually lead to mutual understanding and benefit for all parties.

• It would go a long way in developing a strong company culture where individuals are not afraid to express their thoughts and ideas. and would shift

focus away from conflict towards meeting Organizational goals.

01 CONSTRUCTIVE COMMUNICATION BETWEEN MANAGEMENT AND STAFF

02 EFFECTIVE CHANGE MANAGEMENT

• The Greek Philosopher, Heraclitus stated that “Change is the only constant of life” (Rothwell et al., 2015). This statement is pertinent to the rapidly changing business climate (Lauer, 2019, p3) in which Ryanair finds itself.

• A company’s readiness and reaction to change are important in determining success. From our current state analysis, we discovered that several tasks may be expedited and optimized with the introduction of new technology.

• However, this must be introduced strategically to prevent resistance. The role of the Human Resources Business Partner is essential in this regard.

• He or She would determine the need for change and ensure reception of the change by employing effective communication strategies (McCracken et al., 2017).

• Apart from a change in technology, other elements that may undergo transformation include processes, policies, personnel, amongst others. It is important that these changes are taken in stride so that they do not forestall operations.

03 FOCUSED TRAINING AND CAPACITY BUILDING

• The Business Partner would be instrumental in identifying areas requiring competency improvements (Onen, 2013) in Ryanair.

• Through a series of activities such as performance reviews and data analysis, as well as knowledge of the business, and interactions with staff, the business partner would tailor training programmers to drive outcomes that matter and meet the company's needs and vision.

• Doing so would be of benefit not only to employees but to Ryanair, who would see improved performances and save costs that would have gone into retraining because of an inefficient programme.

EFFECTIVE STRATEGY DEVELOPMENT

• Ryanair would benefit from the HRBP's skills and knowledge in developing strategic plans that create value for future business successes.

• He or she would ensure that plans align with the needs and expectations of internal and external stakeholders.

• This would be done by gathering and analyzing data from sources such as the Airline's human resources, customers, investors, and the community at large.

04

VALUE CREATION THROUGH PEOPLE AND PREDICTIVE ANALYSIS

05

• Within an increasingly digitalized Aviation Industry, HR Business Partners would have access to a lot of data on Ryanair’sworkforce and customers.

• By gathering and analyzing such information, and providing findings, the company would be capable of taking the right actions to improve the Airline’s workforce, processes, and policies.

• Also, through predictive analysis, the business partner may identify causations and correlations between internal (such as employee experience) and external elements of the business.

• This information would foretell future outcomes out of which important decisions can be made to generate real business value and optimize results (Rossett & Hagerty, 2021).

ACCURATE TALENT ACQUISITION06

• The Aviation Industry in recent years has become very competitive.

• Finding individuals with the right mix of skill and experience is becoming increasingly challenging.

• By utilizing the HR Business Partner approach, Ryanair can place itself in a favorable position whereby the company has access to the best talent when necessary.

• The Business Partner would have a long-term perspective towards meeting the Company’s recruitment needs (Lambert, 2009).

• He or she would rely on best-practice knowledge in talent acquisition and liaise with Line Managers and the HR Department to create an acquisition strategy that matches Ryanair’s vision.

THE DEVELOPMENT OF A WINNING ORGANIZATION07

• The best thing an organization can do for employees is to win in the marketplace.

• This has been stated by leading Human Resource practitioners and further emphasized through the saying HR is not about HR but the business (Sai & Sayee, 2018).

• By utilizing the HR Business Partner Approach, Ryanair would ensure that elements across all departments are accounted for, interconnected, and aligned to build a winning entity.

• Success in the aviation market would keep employees motivated, provide a sense of purpose, influence teamwork, and play a key role in building a positive corporate culture.

• In addition, the profits that are gained from successes can be reinvested in the company to boost employee experience

Employing a Human Resource Business Partner (HRBP) approach across Ryanair would ensure:

DEVELOPMENT OF BEST PRACTICE HR POLICIES08

• The HRBP would create HR policies that enforce a culture of trust and fairness between Management and Employees

• Policies would consider personnel welfare and satisfaction without impeding departmental and organizational goals of Ryanair.

• This would assist in motivating staff, turnover, and boosting the reputation of the airline.