Optimization of Organizational Design

ABSTRACT

This study aims to present new techniques that airlines can use to gain efficiency through human resources allocation and keep up on track with the aviation industry’s challenging and constant-moving environment. The classical hierarchical structure that dominates most airlines today is not a prone environment for the proposed changes. The authors explore human resources optimization using the optimization software Lindo, mixed with Agile Methodology concepts and techniques. The authors also utilize evaluation score and talent mapping to develop a model for the best match between a Brazilian airline’s employees and tasks. The model considers productivity and cost.

KEYWORDS:

• Airlines
• efficiency
• aviation
• productivity
• Brazil
• optimization
• Lindo

Contributions from the study

This study proposed an optimization model based on two Human Resources Management tools: Nine Box and Technical Skills Mapping, to assign employees to tasks based on their productivity and cost to execute the job. The researchers considered the difference between functions to achieve more efficiency. This model is expected to be flexible and applicable efficiently to several areas of the company and also promote structural effectiveness through:

● Structured guidance, once employees will have a clear perspective of what they should focus on

● Quick and accurate responses connected to business dynamism

● Leverage the level of effectiveness

Reduce cost when comparing the investments (C&B, infrastructure, efforts to integrate, etc.)

Recommendations

Our recommendation is to apply this study to any department in companies with problems and difficulties setting up a team with high productivity at the lowest possible cost. To expand this study, the researchers can include new variables for evaluating productivity as the criticality of activities, measuring the quantity and quality of cross-referencing among necessary departments, and even apply the methodology to departments that are not locally in the same physical space, for example, in others states and countries. The researchers recommend that the department study throughout this optimization process generate critical mass and volume data. Hence, it is possible to adjust the model and expand it to other departments in any airline. Part of the testing and retro feed process identifies soft skills in the initial mathematical formula as a constraint to the optimization. For example, once researchers and leaders know the level of proficiency expected for each activity versus what employees can deliver, communication can be included. As a final consideration, the researchers believe it is important to point out that even though the model proposes a very objective approach, information is collected from a talent mapping process that might include subjective perceptions. Therefore, if the talent evaluation has its gaps, the model can be directly affected positively or negatively, generating results that are not connected to the reality and current scenario.

Key lesson learned

The researchers pointed out that there is no single recommendation for all airlines to build a department. To form a diverse team in technical and soft skills and balance when considering the tasks’ characteristics. The optimal mix must be supported by real and updated information about talent mapping once it will drive the model’s outcomes developed in this research. The performance appraisal model’s success is also a thorough evaluation of the methodologies applied correctly, avoiding interpretations to mitigate the responsibilities at the end. The same rule applies to the formation of a department. It is necessary to merge various methodologies to create one that fits ideally into the company’s goals.