Talent planning to align the strategy at Air India
After the merger of Air India and Indian Airlines, the government promised no-layoff policy to the trade/labor unions which went on to strike to secure continuity in employment for the staff. So the rationalization of the workforce was not done. Not only that, the employees were not trained in new technology and digitalization. Now after the acquisition of Air India by Tata group, the management realized the need to rationalize the workforce to reduce redundancies and also to align the talent planning with the change in the strategy of the new management. The new management believes that to compete in the aviation market they would require the technology up-gradation of their fleet as well as the processes, and to achieve this talent planning is important. At the time of acquisition, Air India had 13,000 employees, out of which 8,000 were permanent employees and rest contractual. Out of these, 4,000 employees would reach superannuation in the next two years. The new ma...