Executive summary
The HRM issue I choose to write about is job analysis and design and the organisation reflected in this paper is Qantas engineering (QE) which resides under the Qantas Airways Ltd Group.

Qantas has recently undergone a huge transformation with the reduction of 5000 jobs. Competition paves the way to downsizing and reorganisation changes which meant that QE was going to reduce its workforce from 500 to 180 engineers. The main cause for this reduction in engineering was benchmarking the QE organisation with engineering organisations of other major competitor airlines such as Emirates airlines, Singapore airlines and British airways, retirement of ageing aircraft, reliability and on-wing performance of newer engines / airframes due to improvement in materials and computers/ programs that simplified administrative tasks. The most significant reason was that Qantas was losing its domestic market share to Virgin Australia and this meant that Qantas had to lower its cost base in order to compete.
This reduction in workforce meant that existing engineers had to be flexible & adaptable to learn and pickup engineering functions that redundant staff had been doing all these years. There was clearly a failure to analyse jobs before the transformation and redesign work in line with the new company strategic plan.

Table of contents Introduction 6 Background 6 External factors 7 Transformation 7 Recommendations 9 1. Organisational management and planning 9 2. Communication 10 3. Technology 11 Conclusion 12 Reference list 12

Introduction
This report focuses on the recent business transformation of Qantas Engineering in which executive management’s decision to cost cut has led to wide scale redundancies and consolidation of Qantas engineering departments. The transformation has been brought on by competition and the need