When Klasjet organized a complex VIP charter process for the Middle East customer, the latest cultural awareness. While some members of the European team were initially not sure of the client’s expectations about the hierarchy of service and communication, one of the colleagues who worked on a large scale in the Gulf region immediately recognized the nuances.
“They interfered in the team on how to adapt our approach, from the cabin service style to connecting updates to the customer,” explains Sandra Deso, the head of human resources at Klasjet, a special private plane charter that forms part of the Avia Solutions group. “As a result, we have gone beyond expectations-the customer’s poetry by really understanding him-and received repeated works and strong recommendations for the word.”
This is not just a good service – it’s the competitive advantage of diversity at work. In an industry based on strong relationships from the customer, cultural fluency is translated directly into the results of the bottom.
The numbers do not lie
The research constantly shows that the various teams outperform the homogeneous teams. I found the latest batch of MCKINSEY in its variety reports chain, more, that ethnically diverse companies have a 27 percent financial advantage over the least diversified competitors. What is especially noticeable is that although the recent diversity initiatives are paid, the performance gap actually expands among the most diverse organizations.
The demographic formula may be the leadership of this trend. The millennial and general generation, which make up more than 60 % of the global workforce, prefer a variety of teams – 69 percent they say they are more likely to stay with diverse employers.
For airlines that operate in international markets with business models, the diversity becomes more important. Airlines and rental service providers work with partners from all over the world, serving customers who do not expect only technical excellence but cultural understanding and personal service.
Diversity as a strategic feature
“Cultural awareness is not just a soft skill, it is a strategic advantage,” says Sandra, whose perspective comes from employee management of 11 different nationalities in Clasgit. “Diversity, when it is adopted through comprehensive leadership, strong communication, and common values, it becomes a strategic advantage. It helps us to survive and global in the mentality, and is connected to the needs of our international customers.”
How exactly helps diversity? Sandra sharpening in specific benefits – cultural sensitivity and problem solving. Working closely with people of different cultures enhances emotional intelligence and the ability to move in differences in respect and understanding. This makes the various teams more harmonious for the needs of customers and international partners, allowing them to adapt communications and services accordingly.
Looking at Klasjet’s work with a multinational sports team. “Our multi -cultural crew and office employees were able to anticipate the changing food, religious and logistical needs of different team members from multiple countries,” explains Sandra. “The result was a smooth experience that left the customer admiration for our interest in details and cultural sensitivity.”
Enabling the diverse colleagues to work together
However, managing cultural differences requires a focused effort. Sandra warns: “Many companies assume cultural awareness and build the team themselves. But it needs conscious structure and efforts and give priority,” Sandra warns.
The main considerations include ensuring clear communication and harmonization of work patterns through culture. People from different backgrounds explain the tone, comments and urgency differently. Without a suitable structure, these differences can create friction instead of innovation.
“The presence of a common work language is important in ensuring the inclusion of all team members,” Sandra explains. Klasjet creates uniform communication criteria that cover the appropriate tools, tone and cultural sensitivity. “We also have regular separation rings and reactions, which ensure that we can capture any challenges.”
The strategy on the plane and training
It is possible that employees from different countries and cultures will have different expectations in the workplace. “Besides practical considerations such as time areas, there are more accurate factors such as linguistic nuances and the changing cultural approach to hierarchical sequence and decision -making,” Sandra says. In the rapid aviation environment, the improved expectations can have dangerous operational consequences.
“Achieving the alignment requires an investment of time and resources. In Klasjet, we offer continuous training and create spaces for dialogue where we can address assumptions and differences constructively in the approach,” Sandra comments. “It begins with our training and training program, which is very important to determine the tone.”
Klasjet’s Onboarding exceeds the structure of the company and operations. “We have included our values, our cultural awareness, and expectations about cooperation to avoid misunderstanding and enhance sympathy. This includes understanding how cultural backgrounds form communication, decision-making, and even time perceptions. We also include multi-functional cooperation practices-team members learn to work effectively with cologne from other management that comes from a different and cultural background.”
The company raises new appointments with experienced mentors who help in moving in the integration of culture and speed. “By moving and training to our counseling program, focusing on building confidence, cultural sensitivity and alignment,” Sandra explains.
Build a comprehensive culture
The creation of permanent inserts requires deliberate employment practices that exceed technical qualifications. “If you have a comprehensive culture, it is very important for you, you must consider it. While experience is a top priority for every recruiter, the ability to adapt, cultural feeling, and emotional intelligence often matters as much,” Sandra says.
Recruits must ask deeper questions: “Can this candidate listen well, then adapt? Are they open and curious about other cultures? Can they read the room-whether it is a virtual meeting or international negotiations-and cooperating with sympathy and professionalism?”
Once the talent is used, maintaining the inclusion requires a continuous effort. “We focus on creating communications that go beyond the site – building a culture rooted in the common purpose and mutual respect, although the team members are spreading in different countries and talking about different original languages,” Sandra comments.
Technology allows for distances. Using platforms such as Microsoft Teams, companies can facilitate clear practical communication, encourage informal reactions, informal verification, and team celebrations that build relationships.
Start with the mentality
For companies that aim to repeat the success of Klasjet, Sandra recommends focusing on the mentality first.
“The construction of a successful international team is more than just employment from different countries. It relates to creating a comprehensive culture where diversity is estimated and everyone agrees on common goals,” she explained. “Your leadership must create the psychological safety required for this culture to flourish. People must feel respect, listening and empowerment to speak. This is necessary in flying, which is a high pressure industry where flexibility, confidence, and higher service is not negotiable.”
With a correct mentality in place, focus on practical implementation. “Invest in building clear, respected and comprehensive communication standards,” Sandra advises. “Focus on emotional intelligence and the ability to adapt to employment. Finally, celebrate the diversity of your team. Share stories and mark cultural attractions. When people feel vision and appreciation, they bring themselves the best to the table – this is where confidence and loyalty begins and the service really distinguishes.”
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