WELL intentioned aspiration collided with stark reality this week when the Government's White Paper on, the euphemistically named, "human resources" neatly dovetailed with reports on how cost cutting airline Ryanair nurtures its own strata of human resources. The White Paper made all the right noises and there was much generalised waffle about partnership, lifelong learning, promoting equality, creating secure jobs and raising incomes.
However, should Ryanair be an example of the general business mindset, then the Government may have difficulty in evolving the human resource from aspiration to workable reality. The airline, now heading for the stock market, circulated a flotation document this week detailing some staggering bonuses picked up by its executive directors. This fortunate coterie shared £24 million over three years, with £17 million picked up by its casually attired chief executive Michael O'Leary.
SIPTU, the union representing airline workers, briskly moved in to the attack, claiming that Ryanair's cost cutting philosophy extended to the workforce but somehow bypassed the boardroom. The union claimed that labour relations at the airline operated "like a revolving door" with little or no job security and rank and file employee working "in a climate of fear". The company, which is nonunion, rejected these allegations, claiming that incomes were performance related, with the majority of staff content to negotiate directly with the airline.
Commenting specifically on the White Paper the ICTU said that without meaningful partnership this commendable document "would wind up gathering dust on a shelf".
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