Originally Posted by rvr350
I know of a few that are thinking of bailing to either FDX/UPS or Emirates or Asia contract flying. It seems the more mgmt brags about how great our pilot group is, i have the warm and fuzzy feeling they're just sharpening the knives and see how much blood they can wring out of us.
This company is not the same as pre-BK, where employees feel the need to attach to the company and help it grow. It's evident in our customer service, and in how we treat our colleagues. And it will show up in our contract negotiations. Democracy will be at its best, the majority of the pilot group will vote in a TA, whereas the minority will have no say. Let's hope the majority of us vote to improve on SCOPE first!
Understand the disconnect
between our flight operations management and the network & marketing management that dictate what flying we perform.
Our flight operations management is highly motivated and enthusiastic about the work we perform. They desire happy employees and want the highest quality work from those employees in exchange. They support our operation and give 110%. I like working for them and am happy to go the extra mile for our airline and our customers. Together, we think
we make a difference. We are both prostrate to marketing and network management.
Marketing and Network run the "brand." They decide which division or partner will create their productive capacity. Their decisions are driven by revenue and cost. They don't particularly care if it is a Delta 747 or an Air France A380. Neither do they care whether it is a 757, or a NextGen CRJ. None are old school Delta. None have the nostalgic sensibilities that cloud our judgement. Their considerations are mathematical, pure and simple.
Delta's flight operations management has more in common with Comair's flight operations management than they do the network and revenue men. As a labor group, we have failed to realize our commonality with the Comair pilots, who saw their flying outsourced and diversified until they were a shadow of their former selves.
That's why I'm not particularly excited about old-gen tech aircraft for mainline pilots. I know what it takes to win the beauty contest with revenue and network management
... we need efficient, current generation equipment to compete.
In contrast, both FedEx and Emirates are vertically connected throughout their corporations. Their senior management sees a real value to performing their own work to ensure the quality of their product. They perceive this quality as essential to their success. They are enthusiastic, top to bottom, in their own operation.
Contrast this to Delta network management who described Go Jets as "the best... ." For reference, GoJets is a division of Trans States, which was fired as a DCI carrier by Leo Mullin's team for sub par performance.
New hires would be foolish to come to a division of a Company where management outsources labor on a pure economic basis. They will only be valued as the commodity they are. Their loyalty and enthusiasm for their employer will be unrequited. They would be much better off with an employer who is "in it to win it."
In 2007 Delta did reconnect to the core values to power their way out of bankruptcy. However shareholders demanded a deal and the deal they got was entirely rational from an economic perspective. Delta moved further towards becoming a brand management company ... . Try to find a pair of Levi's made in San Francisco ... the only reason the odds are better for finding a Delta pilot flying Delta passengers is because of ALPA and because of scope.