Moscow, Moscow, Russian Federation
VAK Russia 5.2.3
VAK Russia 5.2.4
VAK Russia 5.2.5
VAK Russia 5.2.6
VAK Russia 5.2.7
In this paper, based on the analysis of company data, industry research and financial modeling, a comprehensive assessment of the use of HR outsourcing in the national airline was carried out. In the context of globalization and increasing competition in the air transportation market, effective human resource management is becoming a key success factor. Outsourcing of HR functions is becoming a strategic tool for large organizations such as PJSC Aeroflot. Aeroflot uses outsourcing in IT, HR, cleaning, accounting and call centers. The main motives: focus on the core business, reduce costs, increase efficiency, flexibility and reduce administrative burden. Key risks: loss of control, threat to confidentiality, dependence on the contractor, resistance within the company, increased transaction costs. Expected effects: cost savings, increased productivity, rapid scalability, access to innovation. The analysis of the number of Aeroflot personnel for 2020-2024 shows a decrease during the crisis years and a recovery in 2024. Labor productivity increased 3 times, while expenses per employee increased. The staff structure is dominated by flight attendants and service personnel. In this regard, the company practices outsourcing of mass recruiting, project training and development, HR brand and work with young talents. Systemic risks: information security, loss of quality control, disintegration of corporate culture, dependence on the provider.
HR outsourcing, human resources management, economic efficiency, Aeroflot, vendor management
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