Singapore Airlines (SIA) has managed and organized its human resources (HR) to achieve
sustainable competitive advantage and outperform other airlines in its peer group for decades.
The case describes the role of HR in SIA’s pursuit of the apparent conflicting objectives of service
excellence and cost-effectiveness, at the same time, through its approach to recruitment,
selection, training, motivation, and retention of its employees.
“At the end of the day, it’s the software, people like us, who make the real difference.”