'O Brasil continua formando profissionais para mercados inexistentes' | Época NEGÓCIOS - notícias em Ação

http://epocanegocios.globo.com/Informacao/Acao/noticia/2014/08/o-brasil-continua-formando-profissionais-para-mercados-inexistentes.html

'O BRASIL CONTINUA FORMANDO PROFISSIONAIS PARA MERCADOS INEXISTENTES'

Leyla Nascimento, presidente executiva da Associação Brasileira de Recursos Humanos (Foto: Divulgação)

Gerenciar necessidades e preferências de diferentes gerações em uma mesma empresa. Entender – e ajudar a reverter – os baixo índices de engajamento. Definir o valor financeiro de um talento, em um mercado competitivo. Investir em um profissional que pode deixar a empresa amanhã. Estes são alguns dos dilemas que ocupam a cabeça, o tempo e os investimentos dos gestores de RH de grandes empresas atualmente.

A seguir, os principais temas abordados no Congresso Nacional sobre Gestão de Pessoas – CONARH 2014, que acontece até quinta-feira (21/08) no Transamérica Expo Center, em São Paulo.

O cenário: grande incerteza e risco no mundo dos negócios
Em um contexto global e incerto, a responsabilidade do RH de oferecer suporte e oportunidade de desenvolvimento para os executivos se torna mais importante. E complexa. Christian Orglmeister, sócio do Boston Consulting Group (BCG), sugere que os empresários invistam em uma gestão estratégica de carreira e sucessão de seus funcionários, ampliando a formação de talentos dentro das empresa. Além de garantir profissionais com conhecimento e experiência na área, os alto custos com contratação são evitados.

Outro ponto levantado por Orglmeister é a necessidade de cultivar um RH estratégico, próximo do negócio e, portanto, capaz de efetivamente ajudar o CEO e outros tomadores de decisão a identificar a pessoa adequada para cada posição. "É preciso entender o trabalho de cada um. Não só o que fazem, mas por que fazem", afirma ele.

Elevada expectativa dos empregados, mas baixo engajamento
Uma pesquisa global, apresentada pelo palestrante Jim Harter, Ph.D., cientista-chefe da área de gestão de ambiente de trabalho e bem-estar da Gallup, mostrou que 62% dos empregados não estão engajados nas empresas em que trabalham (mas também não estão ativamente desengajados); 24% estão, de fato, desengajados; e apenas 13% estão engajados. Especificamente no Brasil, os números são um pouco melhores, mas ainda preocupantes: 26% se dizem engajados, em comparação a 62% indiferentes e 12% desengajados.

Para reverter quadros como esse, os altos salários são uma das mais fortes moedas de troca. No Brasil, a remuneração dos executivos está acima da média mundial por causa da intensa disputa entre as empresas pelos mais talentosos. "Mas isso certamente será questionado daqui para frente", afirma Leyla Nascimento, presidente executiva da Associação Brasileira de Recursos Humanos (ABRH) e organizadora do CONARH. "Diante de uma economia que caminha para a estagnação, os empresários vão fazer uma reflexão sobre até onde ir no momento de fazer novas contratações".

Outra arma do RH para atrair e reter os profissionais, que por enquanto só dá sinais de crescimento, são os variados cardápios de benefícios."Hoje, os jovens querem, por exemplo, trabalhar em uma unidade da companhia fora do país ou fazer um curso que o desenvolva na carreira, pago pela empresa", afirma Leyla.

Os investimentos nos profissionais são altos. Mas a recíproca, em muitos casos, não é verdadeira. É comum que a concorrência ofereça um pacote maior ou melhor – ou ainda, uma oportunidade mais desafiadora e, com isso, leve o funcionário. Há também os profissionais que preferem os empregos públicos, e aqueles que têm perfil empreendedor e deixam a companhia para abrir o próprio negócio. "Muitos das novas gerações estão seguindo esses caminhos. Acham que as empresas não correspondem às suas expectativas e que são lugares chatos para trabalhar."

Gestão de gerações
Administrar até quatro gerações de funcionários em uma mesma empresa também é um desafio para o RH. As implicações não se resumem a estilos diferentes de trabalhos, que podem criar conflitos no dia a dia. Os próprios benefícios oferecidos têm que ser revistos e customizados para cada perfil. "Enquanto os mais jovens querem cursos e outras oportunidades de se desenvolver na carreira, os mais velhos se preocupam com a previdência privada e a participação nos lucros", afirma Leyla, da ABRH.

Baixa produtividade e qualificação dos profissionais
Enquanto a elite de talentosos é disputada pelas empresas, há uma turma grande que, segundo Leyla Nascimento, não passa no quesito "qualidade técnica". "É um reflexo dos problemas do sistema educacional fundamental, médio e superior do Brasil", diz ela. "Em um processo de recrutamento, você rapidamente percebe que falta qualidade. Quem não lê, não consegue escrever nem se expressar bem".

De acordo com a executiva, não há um alinhamento entre o que ensinam as universidades no Brasil e as necessidades do mercado de trabalho. "Participei de uma apresentação do governo do México, recentemente, em que eles mostravam o plano para os próximos dez anos. Esse plano incluía as indicações para as universidades visando suprir as deficiências do desenvolvimento econômico", diz ela. "No Brasil, não temos esse planejamento. Continuamos formando pessoas para mercados inexistentes, e para mercados em alta ainda não conseguimos uma quantidade suficiente de profissionais dentro do país". Segundo ela, uma das saídas adotadas por algumas empresas é a busca de europeus, especialmente portugueses e espanhóis.

Cooperação interna
Se no mercado a competitividade é grande, dentro da empresa a sugestão dos consultores é que os gestores de RH ajudem a criar um ambiente colaborativo. "Estimule e recompense aqueles que cooperam", diz Christian Orglmeister, do BCG. "E faça com que os que não cooperam assumam os custos".

Tecnologia
O avanço tecnológico foi apontado como um dos cinco tópicos de atenção daqui para a frente, no cenário de negócios, por Blair Sheppard, líder global de estratégia e desenvolvimento de liderança da PwC, no 14º Fórum de Presidentes, realizado com a presença de 120 CEOs, no domingo passado. As conclusões do Fórum foram comentadas na abertura do CONARH, com os presidentes Luiz Carlos Trabuco, do Bradesco, e Cledorvino Belini, da Fiat. O tema tecnologia tem sido recorrente entre os palestrantes.

A automatização de processos burocráticos, como folha de pagamento, avaliação de desempenho e análise de cargos e salários, por um lado, libera os profissionais de RH para as atribuições mais estratégicas. Por outro lado, cria uma nova demanda de trabalho, para analisar os resultados, além de aumentar a exigência para todos. Isso porque agora, há mais indicadores de performance para medir o desempenho dos demais funcionários. "São medidos até os processos de recrutamento e seleção", afirma Leyla, da ABRH. "Se demoramos mais ou menos tempo do que o esperado, quantos candidatos estavam na lista inicial, mas acabaram não seguindo na seleção, e os motivos que levaram a isso."

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The Basics Of Corporate Structure

By Investopedia Staff A A A

Related Searches: Board of Directors Guidelines, Board of Directors Job Descriptions, Corporate Culture Definition, Board of Director Roles, Board of Directors Purposes

CEOs, CFOs, presidents and vice presidents: what's the difference? With the changing corporate horizon, it has become increasingly difficult to keep track of what people do and where they stand on the corporate ladder. Should we be paying more attention to news relating to the CFO or the vice president? What exactly do they do?

Corporate governance is one of the main reasons that these terms exist. The evolution ofpublic ownership has created a separation between ownership and management. Before the 20th century, many companies were small, family owned and family run. Today, many are large international conglomerates that trade publicly on one or many global exchanges.

In an attempt to create a corporation where stockholders' interests are looked after, many firms have implemented a two-tier corporate hierarchy. On the first tier is the board of governors or directors: these individuals are elected by the shareholders of thecorporation. On the second tier is the upper management: these individuals are hired by the board of directors. Let's begin by taking a closer look at the board of directors and what its members do. Please note this article focuses on corporate structure in the U.S.; in some other European countries corporate structure might be slightly different.

Board of Directors 
Elected by the shareholders, the board of directors is made up of two types of representatives. The first type involves individuals chosen from within the company. This can be a CEO, CFO, manager or any other person who works for the company daily. The other type of representative is chosen externally and is considered to be independent from the company. The role of the board is to monitor a corporation's managers, acting as an advocate for stockholders. In essence, the board of directors tries to make sure that shareholders' interests are well served.

Board members can be divided into three categories:

• Chairman – Technically the leader of the corporation, the board chairman is responsible for running the board smoothly and effectively. His or her duties typically include maintaining strong communication with the chief executive officer and high-level executives, formulating the company's business strategy, representing management and the board to the general public and shareholders, and maintaining corporate integrity. A chairman is elected from the board of directors.
   
• Inside Directors – These directors are responsible for approving high-level budgets prepared by upper management, implementing and monitoring business strategy, and approving core corporate initiatives and projects. Inside directors are either shareholders or high-level managers from within the company. Inside directors help provide internal perspectives for other board members. These individuals are also referred to as executive directors if they are part of company's management team.
   
• Outside Directors – While having the same responsibilities as the inside directors in determining strategic direction and corporate policy, outside directors are different in that they are not directly part of the management team. The purpose of having outside directors is to provide unbiased and impartial perspectives on issues brought to the board.

Management Team
As the other tier of the company, the management team is directly responsible for the company's day-to-day operations and profitability.

• Chief Executive Officer (CEO) – As the top manager, the CEO is typically responsible for the corporation's entire operations and reports directly to the chairman and board of directors. It is the CEO's responsibility to implement board decisions and initiatives, and to maintain smooth operation of the firm with senior management's assistance. Often, the CEO will also be designated as the company's president and therefore be one of the inside directors on the board (if not the chairman). However, it is highly suggested that a company's CEO should not also be the company's chairman to ensure the chairman's independence and clear lines of authority.
   
• Chief Operations Officer (COO) – Responsible for the corporation's operations, theCOO looks after issues related to marketing, sales, production and personnel. More hands-on than the CEO, the COO looks after day-to-day activities while providing feedback to the CEO. The COO is often referred to as a senior vice president.
   
• Chief Financial Officer (CFO) – Also reporting directly to the CEO, the CFO is responsible for analyzing and reviewing financial data, reporting financial performance, preparing budgets and monitoring expenditures and costs. The CFO is required to present this information to the board of directors at regular intervals and provide it to shareholders and regulatory bodies such as the Securities and Exchange Commission(SEC). Also usually referred to as a senior vice president, the CFO routinely checks the corporation's financial health and integrity.

The Bottom Line
Together, management and the board of directors have the ultimate goal of maximizing shareholder value. In theory, management looks after the day-to-day operations, and the board ensures that shareholders are adequately represented. But the reality is that many boards consist of management.

When you are researching a company, it's always a good idea to see if there is a good balance between internal and external board members. Other good signs are the separation of CEO and chairman roles and a variety of professional expertise on the board from accountants, lawyers and executives. It's not uncommon to see boards that consist of the current CEO (who is chairman), the CFO and the COO, along with the retired CEO, family members, etc. This does not necessarily signal that a company is a bad investment, but as a shareholder, you should question whether such a corporate structure is in your best interests.

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Filed Under: Board of Directors, Corporate Culture, Corporate Governance, Shareholders

 

How To Become A Corporate Board Member

By Michael Schmidt A A A

Related Searches: Why Was Sarbanes Oxley Created?, Purpose of Sarbanes Oxley, Corporate Governance Definition, Securities and Exchange Commission, Sarbanes Oxley Summary

There has always been a certain mystique about how corporate boards are constructed. In broad terms, corporate boards are guided by the bylaws set in place to oversee and approve annual budgets, make sure there are adequate resources to run operations, elect the chief executives and provide general oversight on behalf of shareholders and any entity with a stake in the company. The board is also responsible for verifying the availability of future capital-raising sources and reviewing the business practices of their most senior leaders. The board's most important duty is keeping tabs of the company in all matters including performance, relative and absolute delivery of direction and the decision to fire CEOs when needed. (Learn more about the top positions and what the board does in The Basics Of Corporate Structure.)
Tutorial: Behavioral Finance

Board members of companies are rarely thrust into the spotlight, especially when companies have kept pace with their industry's competitors, delivered profitable quarters and, ultimately, rewards to shareholders in the forms of dividends and capital appreciation. With so many companies having been caught in illegal or unethical scandals over the past few decades, the board's responsibility has been called into question by the investing public. There has also been a sense of an old-boy-network, as most boards have had an almost monopoly on who is placed on the ballot before the proxy materials are sent to shareholders. The process for nominating board member candidates has become more investor-friendly, opening up the playing field while still maintaining the original concept of having that extra layer of oversight.

Where Boards Come From
The most important role for any corporate board is to provide a level of oversight between those who manage a company and those who own the company, whether it's public shareholders or private investors. Most boards are comprised of high-level managers and executives of other companies, academics and some professional board members who sit on multiple boards. Historically, board members nominate, via proxy mailings, candidates who they feel will best suit the needs of the company rather than from a pool of shareholders. Some say the construction of boards, by its very nature, creates an almost disinterested party as there is not much incentive for boards to get too involved and many have been accused of voting with management. In addition, board members are rarely held directly responsible for company failures and scandals. Part of this is due to the fact that their powers to actually run the company are limited, and after their terms they just move on to the next appointment. 

Political oversight and regulations like the Sarbanes-Oxley Act of 2002 (SOX) have been developed partially in response to some of the most famous large scale company failures and scandals, like Enron and Worldcom, which cost investors billions of dollars. So far, while not lacking it share of skeptics, SOX has raised the bar for high-level managers and CEOs who are now accountable in writing for the information they present to the Securities and Exchange Commission (SEC) and their shareholders. As for the construction of corporate boards, very little changes have been made, but the SEC has adopted a new set of procedures for the nomination of potential board candidates. (Learn more about the SEC inThe SEC: A Brief History of Regulation.)

The Problem for Investors
The problems shareholders have argued for as long as there have been boards is that only current board members or a separate nominating committee can nominate new board candidates, and this information is passed along to investors in the proxy materials. During the nomination period, shareholders have little or no say in the process, and their choice for board nominations have little or no chance of getting on the ballot prior to proxy release. Most investors, including institutional holders, find it more convenient to vote for the candidate presented to them in the proxy materials rather than attend the annual shareholders' meeting and vote personally. In fact, most investment groups have dedicated teams for this purpose alone. 

Since shareholders in most situations have to attend shareholders' meetings in order to nominate their own candidates, you don't have to be anti-big-business to see the apparent flaws in the current system and the SEC has stepped up with a permanent change in the process. 

What Investors Can Do
On August 25, 2010, the SEC passed a rule that allows investors and shareholders to nominate board members by placing them on the proxy ballot mailings before they are mailed out. To limit an overflow in nominations, there is a 3% ownership requirement for individuals or groups, but investors are taking action that will forever change how investors are represented. In a simplified application, just about anyone can successfully nominate themselves via the proxy system, and if they receive enough votes they join the board. Investors and their advocate groups of all sizes are looking for a permanent overhaul and a new level of representation and board accountability. (More information on the rule change can be found at the SEC website.) 

Benefits, Changes and the SEC
While a nomination on a proxy ballot by no means guarantees an elected seat, the potential benefits for shareholders are monumental:

• Shareholders with the desire, resources and time can access the nomination process once held only by current boards.
• Shareholder groups, from large influential pension funds to small groups, can now back their own candidates.
• Shareholders will have a much closer relationship with boards.
• Accountability will increase dramatically, as nominees become elected and results are expected.

Shareholder advocates look for the following characteristics in a board:

• No more of the old-boy network where old boards essentially control who replaces them through nominations.
• New corporate boards that are actually shareholders who want to help shape the company's direction.
• The arrival of the representation by those outside of an Ivory Tower.
• The eventual composition of a board that has no interest in just voting with management because they are influenced in some way.
• The elimination of the "professional board members" who sit on multiple boards.
• Higher turnover at the board level as shareholders nominate and vote in their choices.
• Potentially higher levels of transparency and ultimately accountability.

The SEC, and most government-related agencies, have not had the best of press throughout the 2000s, regardless of political party or responsibility. While the Financial Industry Regulatory Authority (FINRA) has escaped much criticism, the SEC has been accused of letting shenanigans and even crimes carry on for years. While most of the criticism has been of the agency in general, one of the most publicized cases was theBernie Madoff scam, which cost large and small investors billions. Because the SEC had actually visited and "audited" Madoff's operations and had received various complaints and accusations, this left the SEC with a bit of a black eye. This proxy process change is one of many ideas the SEC has put in motion to present itself as a more investor-friendly group rather than some of the negative views many have expressed of them. 

The Bottom Line
The process of board construction has been on the wish list of shareholders for a long time, and the companies they may eventually influence are not as responsive to the process. This will inevitably mean higher administrative and legal costs to all companies big and small. While large companies will probably see less influence, once shareholders start flooding the proxy process, costs are destined to rise. It will take years to see significant changes as the rulings phase in, but it looks like the SEC is becoming a little more investor responsive, and soon anyone will have the opportunity to join that elite group of board of directors. 

For related reading, take a look at Evaluating The Board Of Directors. 

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Cheat Sheet: How To Get An Airline Elite Status Match - Airfarewatchdog

http://www.airfarewatchdog.com/blog/15206066/cheat-sheet-how-to-get-an-airline-elite-status-match/

Cheat Sheet: How To Get An Airline Elite Status Match

Airline frequent flyer programs give extra benefits (upgrades, free checked bags, and lounge access among them) when you attain upper-tier "status," and they sometimes offer incentives to switch your loyalty from the program you use the most. It's called a "status match" in airline parlance. So if you'd like to leverage your status on one airline's program to get status on another airline, here's how to do it.

Airlines are competing for your business especially when carriers merge and become stronger. They know they can lure flyers away from other airlines because of their expanded network, and many flyers take the bait especially when media coverage touts the new airline's program.

The coming American Airlines-US Airways merger has opened new possibilities. American is a member of oneworld, and US Airways is a member of Star Alliance. The new carrier will belong to oneworld, and it will work hard to bring over Star Alliance loyalists from the US Airways program while also courting other airline elite members to take advantage of the new airline's expanded program.

Carriers often provide status matches to certain tiers within their program to give new customers a chance to see what it's like in the loyalty program without having to do all of the work to get there.

What is required of most airlines is usually a copy of one's current elite credentials and account activity. Some airlines are more lenient than others especially when a traveler is paying higher, more lucrative fares.  

Other airlines offer challenges requiring new members to show they will be loyal by flying a certain amount within a specified time period to maintain a status level for the whole year. Be aware that some airlines limit the number of challenges available per member within a certain period of time so be sure to ask as it varies frequently. For example, if you take a status match this year, you may not be eligible for it again next year. And some airlines offer status matches just once per member.

When applying for a status match, it is wise to decide if another airline may serve your needs better than another. And while one carrier may not have worked for you in the past, recent mergers may have made it a better. For example, Charlotte, N.C. travelers may not have been interested in American's AAdvantage progam before, but now that it is merging with US Airways, it is the new "home program".

Alaska Airlines

Alaska offers status matches by simply showing that you have elite status with another carrier. No mileage requirements or co-pay hoops to jump through. Status matches can only be done once. Send a copy of your account statement, driver's license or passport, and elite level card from another carrier to elite.flyer@alaskaair.com. Matches take about two weeks to process; those requested before Nov. 1 of the calendar year are good until the following February. Those requested after Nov. 1 are good for the entire following year.

MVP Gold 75K, the airline's top level, is not eligible for a status match; only its bottom two levels. If you have substantial travel on Alaska coming up and are elite with another carrier, this may be a great option to enjoy some elite perks.

American Airlines

AA does not offer an outright status match opting instead to challenge new members to fly a certain amount within a period of time in addition to paying a fee. The airline offers the challenge for all but their top tiers although these are sometimes granted an exception based on the types of fares paid and number of trips taken. To ask about a challenge from your current carrier, call 1-800-882-8880.

The cost varies depending upon when it is requested in the calendar year. Flyers will spend around $120 for a Gold challenge (lowest elite tier) and $180-240 for a Platinum challenge (middle elite tier). The gist of the challenge is that one must fly 5,000 Elite Qualifying Points (not the same as miles) within three months or 10,000 Elite Qualifying Points within three months to earn Gold and Platinum status respectively.

The caveat with the new Elite Qualifying Points system is that discounted fares only count for half (one mile=half a point) while more expensive tickets count as a whole point or 1.5 points (one mile=one point). The breakdown is found here.

Typically, American does not offer elite status during the challenge period meaning no upgrades for new American flyers until they complete the requirements successfully.

Delta Air Lines

DL offers immediate status matches based on various factors including current travel with one's existing airline. To qualify, visit this special web page to submit your information online here. People who have requested status matches before are not eligible, and you must be a non-Medallion member at the time of requesting the match. Status is granted immediately so that participants can enjoy the benefits as they work to meet the requirements.

Silver, Gold, and Platinum Medallion levels are eligible for matches and are earned based on the Medallion Qualifying Miles or Medallion Qualifying Segments earned. Like American, these are based on the type of fare purchased. No matter when the status is earned, it is good until the following February.

In 2014, Delta is overhauling its Medallion program adding in a new component requiring people to spend a certain amount of money with the airline. This may throw a wrench into its current status match program so if you want status with Delta, do it quickly. More details on this new revenue requirement can be found here.

United Airlines

UA offers a simple elite match program. The airline offers status matches to an equivalent level with one's current program and requires a corresponding number of miles to be flown within 90 days to maintain that specific status. Uniquely, status match participants can fly on either United or Copa Airlines to qualify, and all fares are eligible. The new status can be earned based on mileage flown or on the number of flight segments flown within 90 days, which is helpful for people who travel frequently but on short-distance flights.

During the challenge period, one gets the status automatically allowing upgrade and elite bonus miles opportunities. Email premiermatch@united.com to qualify, but visit United for more information first. No fees are required to participate.

Only status for the lower tiers of the program (Premier Silver, Premier, Gold, and Premier Platinum) are available for match. If people have asked for a status match with either United or Continental in the past five years, they do not qualify for a status match.

US Airways

US offers a similar trial challenge program to American's, which requires a fee. It costs $200 to make a run for Silver, $400 for Gold, and $600 for Platinum. The fees for this program are a bit expensive, but worth it for those who have immediate travel needs on US Airways. The requirements in place include a trial period of 90 days flying 7,500 miles or ten segments for Silver; 15,000 miles or 20 segments for Gold; 22,500 miles or 30 segments for Platinum; or 30,000 miles or 40 segments for top-tier Chairman's Preferred.

It is open to anyone even if you don't have elite status with another carrier, which is a nice perk for new flyers. US Airways is one of the few airline programs that offers a challenge to match up to its top tier.

To participate, apply here. This is one of the simplest elite trial programs out there and may be worth it for those looking to grab top status before the completion of the merger with American (since AA's status match program is based on type of fare booked). Status is awarded immediately so participants can enjoy it while meeting the requirements.

Or, flyers can simply buy Preferred status at the astronomical cost of $1,499 for Silver all the way up to $3,999 for Chairman's Preferred. Some companies that require people to travel frequently may be willing to pony up for this cost so that travelers can benefit from free checked bags and first class upgrades.

Virgin America

Virgin America occasionally offers status match challenges, like the most recent one to poach United and Delta flyers found here. Simply email a copy (screen shots will do) of your elite account summary with another airline to statusmatch@virginamerica.com.

The deadline to meet the airline's requirements of flying 8,000 status points (not miles) for Elevate Silver or 12,000 status points for Elevate Gold status is June 30, 2013. Five status points are earned for every dollar spent with the airline. Cardholders of the Virgin America Visa Signature credit card have significantly reduced status point requirements to retain status. Participants receive Elevate status immediately to enjoy as they work toward their goal, but to keep status all year, they must meet the status point requirements.

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United Expert Mode and United Fare Codes

 

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TravelSort reader Amy writes "How do I access United Expert Mode, and what do the various United fare codes mean?"

United Expert Mode allows you to see the various fare codes and award fare codes available for a given United flight. After the United Continental merger it was initially taken away, then brought back in September 2012 due to popular demand.

To access United Expert Mode, simply log into your United MileagePlus Account the go to your United Search Preferences where you can check a box to enable it.

After enabling it, you can search as usual. If you're searching for a paid flight, your results page will include a "Fare Class" text link that you can click on to view the fare classes. Note that you do need to click, it won't appear if you just mouse over it. The number of available seats appears next to the fare code. For example, for the flight below, X1 means 1 economy class saver award seat is available, although there are plenty of standard economy class awards available for more MileagePlus miles.

 

Here are the United fare codes for paid tickets, along with number of redeemable miles (RDM) you receive when flying on a given fare code:

Class of Service	Fare Code	Award Miles (RDM)
First Class (3 cabin)	F (Full Fare) A (Discount First)	250%
First Class (2 cabin)	F (Full Fare) A (Discount First)	175%
Full Fare Business Class	C, D, J	175%
Discounted Business Class	P	150%
Deep Discounted Business Class	Z	150%
Full Fare Economy Class	B, Y	125%
Discounted Economy Class	E, H, M, Q, V, W	100%
Deep Discounted Economy Class	G, K, L, S, T	100%

A few things to note:

·         The maximum number of seats that will appear is 9, even if the flight is completely empty. You'll never see a greater number than 9.

·         R is the upgrade fare code for economy to business class, and RN is the upgrade fare code for economy to business class for elites

·         ON is the upgrade fare code from business class to first class

·         Most deeply discounted fares, such as Z, G, K, L, S and T aren't eligible for United MileagePlus promotions or for SWU upgrade certificates

How about fare codes for MileagePlus award tickets? As you probably know or suspected, United top-tier elites have their own award fare bucket ending in an "N" for those coveted saver awards, although ON for Saver First Class on 3 cabin aircraft (First, Business Economy) was eliminated on 1/31/13 (HT: Dan), leaving just IN for Saver First Class on 2 cabin aircraft (Economy, BusinessFirst) or for Business Class on 3 cabin aircraft.  

Class of Service	Premier Status	Saver Award	Standard Award
First Class (3 cabin)	Global Services Premier 1K Premier Platinum	O (ON eliminated 1/31/13)	FN
First Class (3 cabin)	Premier Gold Premier Silver	O	FN
First Class (3 cabin)	United Credit Card	O	FN
First Class (3 cabin)	No Elite Status or United Credit Card	O	FN
First Class (2 cabin)	Global Services Premier 1K Premier Platinum	IN	JN
First Class (2 cabin)	Premier Gold Premier Silver	I	JN
First Class (2 cabin)	United Credit Card	I	JN
First Class (2 cabin)	No Elite Status or United Credit Card	I	ZN
Business Class (3 cabin)	Global Services Premier 1K Premier Platinum	IN	JN
Business Class (3 cabin)	Premier Gold Premier Silver	I	JN
Business Class (3 cabin)	United Credit Card	I	JN
Business Class (3 cabin)	No Elite Status or United Credit Card	I	ZN
Economy Class	Global Services Premier 1K Premier Platinum	XN	YN
Economy Class	Premier Gold Premier Silver	XN	YN
Economy Class	United Credit Card	XN	YN
Economy Class	No Elite Status or United Credit Card	X	HN

 

Some caveats: As the United Web site itself warns you when you sign up for Expert Mode, the information isn't perfect, and the elite upgrade process certainly isn't. A few things to note:

·         Availability in Expert Mode May Not Be Up to Date (occurs more often with partners)

·         Not all upgrades are cleared in real time. Our process of clearing upgrades varies based on the type of upgrade and when the upgrade inventory becomes available. Upgrades that are not able to be cleared in advance will be managed at the departure gate, subject to availability and in priority order.

·         Our phone agents will not clear pending upgrades. Our representatives do not have complete visibility into the upgrade priority order for a given flight. Because we would not want to potentially clear customers in the wrong order, upgrades are only processed by our automated system, or at the gate prior to departure.

Nevertheless, it can be helpful to use Expert Mode when you're trying to gauge your chances for an upgrade as an elite, or to check how a flight is filling up before booking.

 

Have you enabled United Expert Mode for your searches?

 

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