How does an airline dominate in both service and efficiency? For Singapore Airlines, the answer lies in a unique approach: rewarding employees with bonuses worth up to eight months of pay. 

The huge payout, following another year of historic profit, reveals more than just generosity. It underscores a powerful employee strategy—one where investing in people becomes the foundation for lasting success.

While other carriers toggle between offering premium service or low fares, Singapore Airlines (SIA) has perfected a hybrid model that delivers both. In a post-pandemic landscape crowded with aggressive competition, this people-first strategy is more relevant—and more effective—than ever.

At the heart of SIA’s success is a system grounded in five interconnected human resource pillars. These aren’t just best practices—they are the mechanisms that convert talent into a lasting competitive advantage.

The foundation: finding the right people

SIA’s customer service edge begins at recruitment. The airline believes that service excellence starts with character—not just training. That’s why its hiring process is one of the most selective in the corporate world.

Rather than focusing solely on technical qualifications, SIA looks for candidates who naturally demonstrate empathy, warmth, and a sincere desire to serve. After initial screenings, candidates go through group interviews that test communication skills and emotional intelligence.

One of the most distinctive stages is the final "tea party" round—an informal session where senior managers observe how applicants behave in relaxed social settings. This helps the airline identify individuals who align with its core service values.

This meticulous process is a cornerstone of Singapore Airlines recruitment and training, ensuring the company builds a workforce with the right mindset from the start.

A transformative investment in training

Once hired, cabin crew undergo a 15-week training programme—nearly double the industry average. But SIA’s investment doesn’t end with compliance or technical skills.

New recruits are immersed in hospitality, cultural sensitivity, the art of conversation, and even gourmet food and wine appreciation. They’re trained to embody the brand down to the smallest details, including skincare and poise.

This training reflects the belief that every employee is a brand ambassador. And it doesn’t stop at onboarding—SIA provides continuous learning opportunities for all 26,000 employees. It’s a long-term investment that delivers long-term value, driving consistent airline customer service excellence across the organisation.

Fostering strength through teamwork

SIA organises its 7,000-strong cabin crew into consistent teams who are scheduled to fly together as often as possible. This structure builds deep camaraderie and allows teams to work more intuitively under pressure—especially on long-haul flights.

Each team is led by a supervisor who acts as a mentor and coach. They’re responsible for performance reviews and on-board evaluations, decentralising day-to-day management and giving crew members the feedback they need to improve in real time.

This team-based model supports a culture of mutual accountability, collaboration, and trust—further strengthening the airline’s in-flight execution.

Empowerment to create 'wow' moments

While training ensures consistency, empowerment creates magic. SIA encourages its staff to go beyond the script and make real-time decisions that elevate the customer experience.

Crew members are trusted to waive fees, proactively resolve issues, or tailor services to individual passenger needs—all without waiting for managerial approval. These unscripted “wow” moments are what transform efficient service into memorable, personal connections.

By empowering employees to act in the moment, the airline cultivates a workforce that owns the passenger experience. This autonomy reinforces Singapore Airlines’ employee strategy—one that combines structure with flexibility to exceed expectations.

Rewards that align everyone's interests

SIA’s most headline-grabbing practice is also one of its most strategic: a transparent, performance-based profit-sharing system. The bonus is calculated using a long-standing formula agreed upon with staff unions—not by executive discretion.

In 2024, following a net profit of $2.69 billion, SIA rewarded employees with bonuses worth 7.45 months’ salary. The result is a direct alignment between employee effort and corporate success.

This model doesn’t just motivate staff to deliver exceptional service. It also promotes cost awareness across the workforce, creating a rare synergy where operational discipline and customer satisfaction reinforce one another.

It’s also financially adaptive. During downturns, the variable bonus naturally contracts, providing the company with cost flexibility without cutting jobs or service quality.

A model built to withstand pressure

While this five-pillar system is remarkably resilient, it isn’t without challenges. The iconic “Singapore Girl” brand—once a celebrated symbol of Asian hospitality—faces increasing scrutiny for being outdated and gendered. 

Meanwhile, growing competition from Gulf carriers and low-cost Asian airlines continues to pressure margins and challenge brand loyalty.

Yet SIA’s people-centric model remains its strongest asset. By hiring for character, training for excellence, structuring for cohesion, empowering for impact, and rewarding for results, 

Singapore Airlines has built a system where employee success and business success are tightly linked. It’s this holistic approach to human capital that enables Singapore Airlines recruitment and training programmes to stay ahead of the curve—and it’s why the airline remains one of the world’s most admired brands.