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MAS's Cabin Crew Coveted By Many Other Airlines

Posted in Cabin Crew News, Malaysian Airlines1 comment

Malaysia Airlines (MAS) has had to “fight hard to retain” its cabin crew, who are wanted by many other airlines, said the national carrier’s chairman Tan Sri Munir Majid (pic).
“Our cabin crew have been recognised internationally as the best in the world for many years until recently when we were pushed into second place. We are working with great passion to regain the top spot.”
“Many airlines want to pinch our cabin crew and we have to fight hard to retain them,” he said at the plenary session of the Business Week Annual CEO Forum in Beijing on Dec 5 on Making Talent a Passion.
Munir added that its cabin crew were the company’s pride and joy. “This does not mean that we do not value all our other staff, who all support one another, including of course the cabin crew, but as an outward expression and advertisement of our product in the air, they are special and without peer.”
He said Malaysia Airlines offered the brand promise of Malaysian Hospitality MH, the airline code, not just for every flight, but at every touch point of dealing with the airline.
“We believe passionately in our work force and want them to realise their full potential, to improve where there are shortcomings, and not to duck when there is repair work to be done. We have to handle complaints, genuine and even from those with ulterior motive,” he said.
Munir said “unleashing talents and capabilities” was one of the five prongs of what the airline called the MAS Way to achieve our vision (to be a Five-Star Value Carrier) and mission and to drive its strategy.
He said Malaysia Airlines was one of only six identified five-star carriers in the world. Munir said the company “digs hard and deep into the organisation to provide opportunities for growth”.
Munir said the culture of service and performance, measured and recognised, was one of the pillars of the Malaysia Airlines’ turnaround success story, which has seen the company achieve nine quarters of uninterrupted growth in the most challenging business environment ever in the history of the airline industry.
In the wider context of human capital development, he was of the view that the work force demanded that their leaders worked hard and gave them more time, and they wanted to see them up close, not hidden away in some plush office.
He said leadership development came not from formalised leadership training, but out of “situations” and during process of work.

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  1. They have to fight hard to keep their staff because they haven’t pay them enough. Also MAS is not prestigious enough. If you’re good and pay well, your problem will be the other way round and not needing to fight to keep them.

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