Lufthansa an Employer of Choice: Fit for the Future

The ALLSPARK Shard – what the new recruits (guest) will need to protect from MEGATRON and the DECEPTICONS.


The Lufthansa Group has more than 117,000 employees worldwide. With a broad spectrum of options for continuing education and flexible working hours, they have choices for their professional development and maintaining expert knowledge, and for making career and family compatible. Comprehensive offers concerning health care and health maintenance mean that physical fitness is also taken into account. The highly motivated and qualified team of employees from 149 different nations is thus as well prepared as possible for the future’s challenges.

The number of employees at the Lufthansa Group has more than doubled from 56,802 in 1996 to 117,019 today. Significant reasons are a continuous increase in the demand for mobility and the consolidation process in the air transport industry, in which the Lufthansa Group participates actively and with a clear strategic orientation.

Be it SWISS, bmi or Austrian Airlines: When it comes to the integration of new companies, Lufthansa pursues an approach that is based on the principle of partnership. The basis for this approach is the strategy of “integrated independence,” which Lufthansa developed successfully in the context of linking SWISS into the Group. It is now adapted for the HR integration of Austrian Airlines – a process that started in September 2009 and has continued beyond 2010. The strategy of integrated independence makes it possible to provide answers for classic integration issues quickly and efficiently – such as possible synergy potentials, customer advantages or the consequences that flow from the affiliation under corporate law. Another consideration is to maintain the positioning on the new Group members in their respective markets and to ensure decentralized decision-making paths and responsibilities.

Even though the HR integration of Austrian Airlines into the Lufthansa Group is not yet fully implemented, the personnel experts in charge are already working on plans for the future. For example, Austrian Airlines would like not only shared network criteria for distribution and station management, but also a standardized IT platform that would allow a network of connections between the personnel procurement systems of the different Lufthansa companies. In addition, Richard Piller advocates a higher degree of flexibility within the Group: “Employees should be able to change from one employer to another at acceptable conditions.” Beyond that Lufthansa is keen on further advancing the coordination of HR data and improving the information exchange among HR experts. The way ahead has already been defined for these developments.
Source = Lufthansa
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