Republic of the Philippines

PALAWAN STATE UNIVERSITY

College of Business and Accountancy

Puerto Princesa City, Palawan, 5300, Philippines

Boeing’s High-Flying Approach to HR Planning and Recruitment

CASE ANALYSIS

2nd Semester | SY: 2021-2022

Bacani, Jomar V.

BSBA major in Financial Management

BAC-5 HUMAN RESOURCE MANAGEMENT

Mrs. Carina Dicar

HRM Instructor
BOEING’S HIGH-FLYING APPROACH TO HR PLANNING AND RECRUITMENT

I. VIEWPOINT

Boeing, the world's biggest aerospace company, experienced a problem for employment

because the Internet company has become the main attraction of the new jobs. As the demand for

engineers becomes increasingly difficult, airlines like Boeing may feel this more. Boeing faced

challenges in identifying, attracting and keeping enough skilled workers in their company. To meet

the challenge, the company introduced an approach to talent management that is tied up to their

strategy. A solution to this problem is also included by testing different types of planning and

contracting methods. Boeing is very familiar with the industry's top human resources.

II. TIME CONTEXT

The module does not specify the time frame for the case, although it was assessed on April 13,

2022.

III. STATEMENT OF THE PROBLEM

Boeing, an aerospace company, faced a problem regarding their human

resources. Consequently, the average age for aeronautical engineers is 47, compared with 42 for

U.S. workers overall. In other words, many are approaching retirement. Recruitment and

promotion of internal and external employees has also become difficult, because as more and more

people join Internet companies, it is difficult for these aerospace companies to find fresh

graduates and skilled workers.

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IV. ALTERNATIVE COURSE OF ACTION

Alternative course of action 1: Talent Management Strategy. HR executives talk to business

leaders about anticipated workforce needs. To Divides the workforce into categories to easily

determine which people are most important to success and where the current skills of the

workforce do not meet those critical needs. They use predictive models to forecast business trends

and workforce demographics. They analyze all this information to identify the changes needed to

fill in the gaps in Boeing's workforce.

Alternative course of action 2: Workforce development program and employee promotion

strategy. In order to promote the former employees and hope to replace the employees who are

about to retire, reassign the employees to other departments where they can truly reach their full

potential.

Alternative course of action 3: Partnership with School. Cooperate with colleges and

university campuses through job opportunities and recruitment. In that way, it will bring on board

the sought-after qualities such as determination, enthusiasm, and focus from young people with

bundles of dreams and willingness to face challenges head on. And to easily access entry-level

jobs or projects for senior college students while allowing future employees to understand the

reality of the workforce through associations, they will be able to hire interns and support

research.

V. CONCLUSION AND RECOMMENDATION

Boeing is the world's largest aerospace company and is aware of the basic human resource

challenge facing the industry: a labor shortage. Therefore, Due to the challenge experienced by

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Boeing and the demand for engineers is endless, which is why they decided to embark on a

systematic approach that is aligned with their strategy—the promotion, development and

recruitment. Among three alternative courses presented, I highly recommended Alternative

Course of Action three(3). It is about cooperating with colleges and universities campuses through

employment and hiring opportunities to easily obtain entry-level jobs for senior college students,

while allowing future employees to understand the reality of the workforce. I believe, through

establishing partnership and supporting university research projects bolsters the company's

innovative image on campus, they will be able to hire interns. Being present at the university

provides the opportunity to tell students about the benefits that the company offers. And through

this they can tap into a large pool of diverse and highly educated candidates after graduation for

current hiring needs and to create pipelines for future opportunities. The good thing is that, They

all have knowledge of the company and the job because they have already been trained. In other

words, they are the future assets of the company.

GUIDE QUESTIONS:

1. To meet labor shortages within the company, Boeing starts with promotions and
transfers. What advantages might it experience from filling positions with current
employees?

There are many advantages when it comes to filling positions with the internal employees

through transfers and promotions. First, It Reduced time for hiring because when it comes to

external sources of recruitment there is a lot of time and things to do. First the job needs to be

posted , candidates are screened and a Lot of employment tests and interviews. Unlike Internal

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recruitment in the form of transfers and promotions it is very easy to engage with potential

candidates for specific jobs. Because these employees are already present in the organization.

Then Boeing management can conduct interviews of the potential candidates whenever they

like ,there is a very less risk of rejection or selection error in the process of hiring the candidates.

Because they are already very well aware of the skills and competencies of the candidates. Also

since the track record of the employee is accessible by the organization ,no time is wasted upon

reference checking and background checking by the HR.

Let us be honest, Internal employees are more culturally fit, it is not only the job fit that is

important to the organization to succeed, the relationship of employee and the working

environment as well. When people are hired through external sources of recruitment , even after

being competent and a perfect job person fit , they end up having low morale , and no motivation

just because they cannot adjust in a newly found culture. Although it might not happen for all the

candidates that end up being, there is a considerable amount of time and effort that the

organisation has to put on the onboarding of employees , and their induction in case they were

hired through external sources of recruitment to decrease the employee turnover in the long run.

But in the case of internal sources of recruitment , it can never happen simply because of the fact

that these employees have already been working in the organization for a long time , and they are

already aware of the culture of the organization. Therefore the employee turnover rates have

considerably decreased.

Internal employees understand the job description better. Although the nature of the roles

and responsibilities is quite similar on paper and the ground level , there can be a difference

between these roles and responsibilities are expected to be executed or how are these expected to

be carried out in relation to other this is something quite new for a candidate that is hired from an

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external source of recruitment. But for the employee who is hired through transfer and promotion ,

they already know these little things. Therefore when he applies for this position he already knows

what to expect and whether or not he can cope up with these newly found roles and

responsibilities but this canon cannot happen for the other one , who can find the practical aspects

of the job more challenging, or not challenging at all ; which can lead him to leave the

organization just after being on boarded.

Lastly, In terms of variable cost involved in job posting, the costs are considerably

reduced in case of internal recruitment, simply because of the fact that in order to hire someone

who's already working in your organization you just do not need any job advertisements. Just a

notice on the company notice board or a job posting on the company website is enough to know

the vacancies. It also goes a long way in improving the motivation and morale of the employees

who believe that they will be preferred over external individuals and that their contribution to the

company will reap some benefits. This again increases their engagement and productivity.

2. Besides the external recruitment sources described here, what other sources would
you recommend for Boeing? Why?

As the external recruitment described in the case study. Boeing can also explore the use of

third-party recruitment and advertising agencies like linked in, job street or caliber to name a few.

These recruitment agencies can help them to source out applicants that are suitable for the vacant

position in the company. Because agencies already have a pool of talents on their database. Once

they get the Boeing requirements, it is easily for them to select possible applicants for the position.

Agencies have a wide range of contacts due to their market position. They are exposed to more

than hundreds of schools, companies and organizations where talents can be recruited. They have

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an existing online platform that can easily connect to potential applicants. Through this online

platform, it is easy for them to recruit talents even those that are located outside the home country

of Boeing. Another thing is recruitment can be carried out with the help of professional

associations which are also called headhunters. What these associations do is , prepare a list of job

seekers , or are involved in the publishing or sponsoring of certain magazines and journals where

they advertise their members. This can be used to attract those positions by Boeing which need

highly skilled personnel and only for a specific few positions. As the talent pool is quite narrow,

the quality of candidates is really good.

Furthermore, I also recommend offering scholarships for students who want to take

aviation courses, as long as they work in the company for several years after graduation. It is also

an option to seek employees from other companies, especially those from small companies,

because they can provide higher salaries and more benefits.

Lastly, using the concept of "Finding them right where they are" since most of the tech

people are passive candidates Therefore it is a lot less likely for them to find the job vacancy on

one of the job portals . Therefore the company has to attract them right where they spend most of

their time. These places include tech community websites such as Slack overflow and GitHub ,

talent marketplaces, tech forums, and last but not the least local tech community events where the

organization can have face to face interactions with these potential candidates and try to gauge the

skills and competencies and finally engage the promising candidates . Yes it can cost accompany a

little bit of effort and time but the advantage of this type of source of recruitment is that the

company have quality talent and this type of recruitment can be used to hire most of the positions

in the organization if not all.

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