Turkish Airlines’ greatest asset is its human resources, and the Company has transformed the dynamism of its young cadre into an international success story.
Turkish Airlines is distinguished internationally by its success rate and related growth trend. And in parallel to this ongoing process are important developments in human resources management. The Company has taken bold steps towards building a modern infrastructure for human resources management. Comprehensive projects that will lead to managerial and cultural changes are implemented within the Company. In short, Turkish Airlines’ greatest asset is its human resources, and the Company has transformed the dynamism of its young cadre into an international success story.
As of the end of 2012, 15,857 people were employed at Turkish Airlines. The average employee age is 36, and 48% are female, while 52% are male. On its path to becoming the best airline worldwide, and currently recognized as the best airline of Europe Turkish Airlines looks confidently to the future on the strength of its youthful employees.
Personnel are employed as cockpit, cabin and ground staff in respect to their main duty areas. Human Resources are allocated as follows: 16% as cockpit personnel, 35% as cabin personnel, and 41% as ground personnel. In 2012, the average length of employee service at the Company was 8.4 years, while personnel number per aircraft was at 79.
|Change Ratio (%)||1,2||10,2||10,7||11,4||10,8||0,8|
|Number of personnel||10.453||11.520||12.750||14.206||15.737||15.857|
The objective of the Cultural Unity Project is to analyze the existing culture of Turkish Airlines and thereafter preserve value adding characteristics and reject those of negative impact.
Cultural Unity and Common Behavioral Model Project: This project has been launched in line with changes estimated to take place in Turkish Airlines’ corporate culture in parallel to its successes over recent years. This project aims to establish the cultural values that will carry Turkish Airlines into a much more successful future. The project is set to embrace all employees and develop a common behavioral model to be internalized universally within the Company. During the initial phase of this project, carried out in 2012, numerous workshops, interviews and meetings were arranged, from which arose the new cultural values that Turkish Airlines has wholeheartedly embraced.
Core cultural values of Turkish Airlines:
In the Cultural Unity Project, the existing culture of Turkish Airlines was analyzed. The aim was to preserve all value adding characteristics and reject those of negative impact. This project, encompassing the entire corporation, enabled the five core cultural values of the company to emerge. These can be summarized as Team Collaboration, Hospitality, Agility, the Family Concept and Trust.
Owings to these policies, Turkish Airlines continue to contribute to national employment. The Company managed to exploit incentives to the fullest extent through appropriate workforce allocation. Indeed, it has been awarded by the Social Security Authority for paying the highest premium, and for being a debt free entity.