05-03-2021Someone on the American thread posted the info below. It started out stating some information about the company culture and then went into the problems the AA pilots are having with their union. I only copied the information regarding the company.
In my time at Envoy, I saw the "company culture" as described below X 2. Eagle/Envoy has always been a punitive company and never one who tries incentives. In other words, they are a "stick only" company. Never any carrot. It's increasingly obvious that the culture has only degraded there beyond where it was with the previous AMR regime.
AA's status has been cheapened with US Airways taking over. From the cheap looking signage and new aircraft livery, nasty customer service and overall poisonous atmosphere, it's worth noting here that AA pilots have many of the same issues as Envoy pilots do.
Flow is good if that's the only way you can move on to better things but it's advisable to keep trying hard to get out of this "too big to fail" corporation.
By now all of us at American Airlines can easily identify a cultural problem in our work place. It began many years ago with a CEO that identified us as merely “cost units” and then acted to bring down the cost of those “units”, no matter if it resulted in a toxic workplace environment and an unmotivated workforce.
After the bankruptcy this cultural rot morphed into a company that makes agreements at the bargaining table it never intends to keep, and strips benefits from its most disadvantaged employees, some of whom have become disabled during dedicated service to the company and are now out of work, out of money and out of options.
Any company that actively works to abrogate both the letter and the spirit of its employees’ contracts by intentionally delaying complete contractual implementation for years despite billions in profits by claiming there is a lack of software developers or that there was yet another misunderstanding at the bargaining table has a cultural problem endemic in its DNA.
A company that constantly seeks to FORCE its employees to go to work on days off, holidays and weekends instead of rewarding employees that WANT to work on those days, albeit for a premium over their base pay, not only has a core cultural problem but is operating with an antiquated industrial-revolution era human resource strategy, It is either too stupid to realize there is a better more efficient way of scheduling its employees by encouraging them to work these undesirable shifts or too stubborn and obtuse to try a different way of doing business.
In our case this practice results in an abundance of reserves doing practically nothing midweek but never idle on the weekends and holidays. Despite this anachronistic scheduling practice, the company still finds itself short-manned on the holidays and weekends and must resort to exotic and extra-contractual means to force its line-holding employees to man the schedule against their will and despite their wishes. Has the company ever allowed an employee to bypass recovery obligation as defined in the contract and specifically delineated as “shall not be unreasonably withheld”? While all of this is probably legal, that doesn’t make it right.
AIRLINEPILOT CENTRAL
