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I just love reading from people who've never spent any appreciable time in either AA's or WN's HDQ sit and judge how they approach management restructurings.
There's no question AA did its fair share of cost cutting outside of organized labor between 2001 and 2012. It's well documented in the SEC filings. In every budget year, we had no choice but to find new ways to do more without backfilling vacancies. I know the unionista talking points disagree, but I saw firsthand (even after leaving in 2006) that there really are fewer people each year in HDQ when compared to front-line employment, with one notable exception -- IT work that was in-sourced from HP and Sabre. Still, AA is using about 40% less real estate in Centerport than they were ten years ago. There are probably still entire vacant wings at HDQ, even after closing down CPOC, CP2, and the other satellite buildings outside of HDQ1 and HDQ2.
The problem with the "reduce management overhead" approach is that you eventually run out of low hanging fruit. Management overhead typically accounts for well under 10% of an airline's labor expenses.
It's kind of like the "make sure your tires are properly inflated" approach to dealing with high gas prices. It will work for a quarter or two, but long term? Don't think so...
Yep, the big difference WN and most other airlines: Employees who don't say "it's not my job"
Yep, the big difference WN and most other airlines: Employees who don't say "it's not my job"
Yep, the big difference WN and most other airlines: Employees who don't say "it's not my job"
Got another one for you: Management who treats employees as assets, not liabilities.
How about employees who act like assets instead of asshats?
It's a two way street, Fleet.
I don't know of a single top tier who has increased their flying on AA in the past year. I'm sure there might be a few, but most have started flying on someone else, be it WN, DL, or UA.
From a union and staffing position I have a problem with others doing my job. If you can't get the job done with the current staffing numbers then you need to adjust the staffing levels.
When employees show that they're worth paying more, it happens. In WN's case, employees consistently show that customers are welcome. That results in return customers, which means higher revenues, and a much bigger pie to be shared.
Instead, at AA, you have employees who proudly boast about doing just enough not to be fired. Customers are treated as an imposition, and it shows in the revenue and repeat business.
What happens when and if a non-rev is helping in flight and they get hurt?Reagrding non working flight attendants getting up to work. At AA we arent to get up, nor am I to assist with an evac unless asked, even on the jump seat, this AA policy.
You're painting with a very broad stroke here E, not every employee acts like that