Srilankan Airlines recruits 20 management trainees

July 11, 2017 (LBO) – State-run SriLankan Airlines has recruited 20 management trainees, following a one-year training programme, to absorb new blood into the organization, the company said in a statement.

The company has taken six batches of management trainees in the past and the current intake was inducted in June 2016.

The finance ministry said in a report that during the last year 124 employees of Mihin Lanka (Pvt) Ltd were absorbed in to SriLankan Airlines, while 168 employees had accepted a VRS scheme.

The Management Trainee Programme has been in effect from 2000 and many of those who joined the organization as a result of this endeavour have continued to grow with the company, SriLankan Airlines said.

“The airline is going through a decisive period and we hope that they will play a positive part in supporting all our future ventures,” Chairman of SriLankan Airlines, Ajith Dias ssaid.

Following responses to press advertisements, the company shortlisted applications of those with degrees with a class or equivalent full professional qualification or outstanding collegiate career with 3 credits for A/Ls who have excelled in sports at a national level while belonging to the required age category. From 2,391 applicants, 1,505 were shortlisted and called for a written test.

Colonel Sunil Peiris, Director SriLankan Airlines and the driving force of 2016 Management Trainee Batch said: “The Management Trainee Programme is something that most of the top organizations in the world have adopted in order to ensure that new blood is infused into the company. By doing so, we hope to prevent inbreeding in the organization, generate fresh ideas and fill in the void left by the retirement of veteran managers.”

The training period lasted for one year, comprising of two stages. The first stage consisted of classroom training which furnished the trainees with in-depth knowledge on the aviation industry which included an IATA examination and Harvard Manage Mentor Certification.

The second stage consisted of cross functional training, and the trainees were divided into groups of four, each mentored by a member of the Senior Management Team.

A Special Leadership Skills Development programme was part of the overall training process through a series of workshop sessions, business simulations and business forums, each of which was aimed at developing the essential soft skills and keen understanding of real business situations that are essential tools in management and leadership, the company added.

Several proposed training topics were undertaken by third parties such as the Employers’ Federation of Ceylon and the British Council.

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