Recruitment and Training at JetBlue Airways

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Case Details:
Case Code : HROB128
Case Length : 17 pages
Period : 2000-2009
Pub Date : 2010
Teaching Note :Not Available
Organization : JetBlue
Industry : Airlines
Countries :US

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"The hard product - airplanes, leather seats, satellite TVs, bricks and mortar - as long as you have a checkbook, they can be replicated. It's the culture that can't be replicated. It's how we treat each other. Do we trust each other? Can we push back on each other? The human side of the equation is the most important part of what we're doing." 1

- Dave Barger, President, CEO, Director, JetBlue Airways Corporation, in 2009.

"Work really hard to hire the right people, train them really, really well, pay them really, really well, give them the best tools to work with. And then if it's not working out, make sure that you get rid of them, because the foundation of JetBlue is our people." 2

- David Neeleman, Founder, former CEO and Chairman, JetBlue Airways, in 2004.


In June 2009, when JD Power & Associates3 announced the results of the North America Airline Satisfaction Study4, the US-based JetBlue Airways (JetBlue) found itself ranked the highest in the low-cost segment.

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1] Marc Gunther, "Nothing Blue about JetBlue," Fortune, September 03, 2009.
2] James Wynbrandt, "Flying High: How Jet Blue Founder and CEO David Neeleman Beats the Competition Even in the World's Most Turbulent Industry," John Wiley & Sons, 2004.
3] JD Power and Associates is a marketing information services company operating in the areas of market research, forecasting, performance improvement, web intelligence, and customer satisfaction.
4] The study measures overall customer satisfaction based on performance in seven measures - cost and fees; flight crew; in-flight services; aircraft; boarding/deplaning/baggage; check-in; and reservation.


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