本文講的是澳航發展的建議，建議澳航從長遠考慮，注重留住人才。由於技術變革迅速，產品的生命週期更短，澳航發現投資於員工技能培訓的成本很高。儘管澳洲航空的發展是長期的，但是由於短期費用占主導地位的環境，所以外包被澳洲航空大量使用。這種外包有助於降低生產和勞動力的直接成本。澳航向外部人才資源的轉變，使得澳航能夠迅速獲得訓練有素的人才，支持項目的收縮，或聘用具有短期或合同工作經驗的員工。本篇論文 代寫 價格文章由英國論文時Essay Times教育網整理，供大家參考閱讀。
It is suggested that Qantas focuses on its skill retention in the long run. Since there is quick technological change and smaller life cycles of products, Qantas finds it costly to invest in the skill training of its own employees. Because of the dominant environment of short-run expenses in spite of long run development, outsourcing is highly used by Qantas. This outsourcing helps in reducing the immediate cost of production and labour. This turn of Qantas towards external sources for the talent makes Qantas get readily trained individuals, sup contraction of the projects or use of short-term or contractual staff members who have readily accessible experiences.
These people can be removed from jobs when they are not in demand. This way, Qantas has its in-house workforce which is highly in a bad state and looks for leaving the job. It is recommended that Qantas applies the long-term strategies for retaining the scales and keeps this as the managerial priority. Therefore, the cost of labour should not be only considered as the cost rather it should be considered as an investment. The employees must be trained for making the skill sets available which can be used by the business in the long-run (Ardichvili and Gasparishvili, 2011).
The HRD is part of HRM which specially manages the training and development of stuff peppers. Once a staff member is hired, it is the duty of the organisation to provide him with opportunities to develop and provided with opportunities to know latest skills (Rogers, 2011). The case study of pointers has been undertaking to understand the HRD perspective of the human resource management (Kramar, 2013). The development of this resource is vital for the business which wants to be growth based.