Improving the Airport Customer Experience (2016)

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130 In his book The Customer Comes Second, Hal Rosenbluth, CEO of the travel management company Rosenbluth International, writes about the importance of focusing on employees first because engaged employees will take care of customers. The airport is a particularly problematic workplace as most airport employees do not work for the same employer; indeed, they tend to work for many companies that often do not have a shared agenda for the airport as a whole. Customers are unlikely to experience excellent customer service that resonates with the airport’s brand or service delivery strategy unless the airport’s employers and employees are fully engaged and aligned with the airport’s vision and brand. In spite of all the technology in today’s airports, sooner or later customers will need to interact with a person. The more that technology and self-service shape the airport customer experience, the more likely it becomes that interactions with airport employees will be related to service failure or service recovery. This chapter is intended to provide the customer service manager with strategies for improv- ing customer satisfaction by enhancing the customer service provided by three main types of employees: (1) those employed directly by the airport; (2) those employed by service companies, concessionaires, and others that are present at the airport through contracts and agreements; (3) employees of federal inspection service and security agencies whose presence at the airport is largely due to federal law or regulations, as well as airline employees, over which the airport operator has only limited control. WOW service (discussed in Chapter 2) relies on the effectiveness and value of frontline, customer- facing staff, regardless of the employer. Two customer service programs that exemplify success- ful alignment of airport service standards and employee engagement are the PANYNJ Customer Care service representatives and Airports Company South Africa’s (ACSA) iHELP agents. Both of these programs deploy highly trained and personable staff within the airport terminals (and on the APM platforms in the case of the PANYNJ). Figure 9-1 shows uniformed customer service ambassadors at PANYNJ and ACSA airports. Both programs provide customer assistance, opera- tional support, security awareness, and assistance with quality audits. Both programs are aligned with a service vision and have customer service standards for behavior, knowledge, and groom- ing. The customer service standards guide employee recruitment and training and form the basis for reward and recognition. Although the service delivery methods differ (the PANYNJ program is outsourced and the ACSA program is provided in-house), both programs have received rave reviews and testimonials from customers and airport business partners alike. From a customer’s point of view, it does not matter who provides the employee’s paycheck. What does matter is that all airport staff feel valued, engaged, and energized as important mem- bers of the airport team. Well-rated airports are successful because of the talent and contribu- tions of those who work there; they cannot be successful without them. C h a p t e r 9 Improving the Customer Experience—People

Improving the Customer experience—people 131 As a result, airports are adopting strategic airport customer service brands and service stan- dards that support their brands. Service standards include guidelines that address the knowledge, professionalism, and courteous behavior expected of all airport employees, regardless of their job function or employer of record. Together, the brand and the standards form the basis of airport customer service training programs, airport orientation programs, performance management, and employee and employer reward and recognition programs. Additionally, effective and regular employee communications that are usually managed by the airport operator are also essential. They ensure that airport employees are the first to know about upcoming events, operational changes, construction, and so forth so that they not only feel that they are valued members of the airport family but so that they, in turn, can better anticipate customer needs, answer customer questions, and participate in promoting the airport’s image. Well-rated airports recognize and value airport employees as airport customers. This service philosophy paves the way for communicating with these employees in the same way as the airport communicates with its other customers (such as passengers and meeters/greeters) in a way that resonates with the employees and provides them with the information they need and want when they need and want it using the employees’ preferred channels of communication. Many airports, including Boston Logan, San Francisco, and London Heathrow, and conces- sionaires such as Hudson Group, the Paradies Shops, and HDS Retail, also put in place discounts and targeted retail offerings designed especially for airport employees. They recognize that air- port employees are valuable airport contributors that increase non-aeronautical revenues. As customers, they shop and eat at the airport on a frequent basis, and it has been documented that highly satisfied customers spend more time and money at the airport than dissatisfied customers. Airport employees have a tremendous impact on the states of mind and stress levels of passengers and meeters and greeters. 9.1 Educating and Training The U.S. Census Bureau projected that the millennial generation (aged 18 to 34 as of 2015) would surpass the baby boomer generation as the nation’s largest living generation by the end of 2015 (U.S. Census Bureau 2015). As the baby boomers leave the workforce, airports and companies doing business at airports will be in competition with other industries for talent. Progressive companies and airports are putting transition plans in place to ensure that they are not left insufficiently or inadequately staffed. For airport operators, the problem is compounded. Airport employers need to compete for talented staff to provide services at places of work that may not be conveniently located or that Figure 9-1. Customer service ambassadors at PANYNJ (left) and Airport Company of South Africa (right).

132 Improving the airport Customer experience require long commutes from the places of residence of potential employees. Once new staff have been recruited, the airport operator strives to have them identify themselves as valued mem- bers of the airport’s team as well as valued members of the employer’s team. In effect, airports attempt to act as if all of the airport’s employers and all of the airport’s employees were as one by: • Providing seamless and satisfying services that exceed customer expectations, and • Aligning with one vision, one mission, and one customer service airport brand for the entire airport. To support this goal and working in collaboration with the entire airport community, well- rated airports have embraced airport employees as valuable customer service ambassadors for the entire airport by: • Educating them about the airport—past, present, and future; • Providing opportunities to enhance their skills; • Communicating job advancement prospects at the airport; and • Providing customer service training that supports the airport’s service delivery strategy. To do this, airports use several tools: 1. Service standards, which provide written guidelines setting out the airport’s expectations for all airport staff; 2. Airport orientation programs, which educate all employees at the airport on matters of importance that extend beyond the relatively narrow scope of their jobs; and 3. Customer service training programs, which ensure that the service provided by airport employees is consistent with the airport’s brand and in adherence with its service standards. 9.1.1 Service Standards for All Airport Staff As discussed in Section 3.3—The Role of Airport Customer Service Standards, published air- port service standards adopted with the collaboration of the airport community shape an airport’s customer service brand and define minimally acceptable levels of customer service for the airport. Standards relating to people define the airport’s expectations regarding the attitude, knowledge, awareness, and appearance for all airport employees and guide staff interactions with customers and with each other and also guide employee recruitment, training, and rewards. Once having a standard for people, well-rated airports often provide customer service training programs to all frontline airport employees and their supervisors that are aligned with the standards. Figure 9-2 shows an example of the Houston Airport System’s Houston Friendly Standards for all airport community employees. These standards are used as one of the bases for the Houston airport’s Reward and Recognition Roundup. 9.1.2 Airport Orientation Programs Orientation programs typically include the history of the airport; a tour of the airport, both landside and airside; a discussion of the airport’s master plan and capital improvement pro- gram and what lies ahead for the airport; the airport’s physical landscape and layout; regional travel and tourism information; and an opportunity to meet and hear from key managers in the airport community. Airport orientations are especially helpful to engage airport employees at large airports where the employee may never get the opportunity to see the entire airport firsthand or understand the airport from the passenger’s perspective. Perhaps most importantly, airport orientation programs provide a forum for the airport to demonstrate just how much it values airport staff by treating them respectfully and in the

Improving the Customer experience—people 133 manner that the airport expects the employee to treat the airport’s customers. Orientation programs also make airport employees aware of the history and the dynamic nature of the airport and its importance to the community. 9.1.3 Customer Service Training Most airport operators provide customer service training to their own frontline staff and frontline supervisors. Far fewer provide customer service training to the frontline staff who work for others in the airport community. Among airports that are well-rated for customer service, however, the airport operators typically offer customer service training to all frontline staff and supervisors. These airports recognize the significant impact that training makes on the airport’s customer experience overall. A good example is London Gatwick Airport, which has a staff of approximately 2,600 made up of approximately 40 nationalities. This diverse workforce serves an even greater number of nationalities that use the airport, so it is important for the airport to recognize and respect cultural differences. Customer service is also important from a larger, competitive perspective. After the 2009 government-mandated sale of the airport by BAA to Global Infrastructure Partners (GIP), London Gatwick has focused on staff training and human resource issues as it competes with London Heathrow and Stansted airports for passengers and air service. GIP’s results-driven approach has seen London Gatwick develop a stronger corporate culture and adopt a new, more customer-focused philosophy. Gatwick airport management has intro- duced new staff training and a new look and has defined its vision and ambitions for the future. The airport’s Turn It Up staff training program is focused on helping staff recognize the indi- vidual differences of customers. The program was first rolled out to frontline security teams with a view to making the journey through security less stressful and more humane. Turn It Up proved so successful that the airport is now rolling it out elsewhere, including to those that work with passengers with reduced mobility, the car park staff, and third-party service providers. Gatwick airport staff report that when GIP first took over, the focus was on operational excellence. Now that operational excellence is established as a bedrock principle, management is looking more at the passenger experience. Courtesy of Houston Airport System. Figure 9-2. Houston Friendly Standards.

134 Improving the airport Customer experience By and large, every airport provides the same essential functions, processes, and services that other airports provide, either with its own staff or through contracts with others. Yet every air- port is unique and has its own style, personality, and brand. Therefore, it should be no surprise that airports develop and deliver different customer service training programs that reflect the diversity of the industry, including: 1. Classroom training. Many airports offer a 1.5- to 4-hour training class, developed either in-house or outsourced. An in-house staff member or an outsourced trainer typically facili- tates the class. Sometimes it is offered by select members of the airport community on a rotating basis. The Minneapolis–St. Paul International Airport’s MSP Nice program was initially developed in-house in collaboration with its Customer Service Action Council, which represents the MSP airport community. If development of the customer service train- ing program is outsourced, it is not uncommon for the airport operator to require that the program be developed as a train-the-trainer program so the airport has flexibility to offer the course using more cost-effective options. 2. Different approaches. The airport’s customer service training may be contained in a video, as is the case with Jacksonville Airport Authority’s customer service training video [see YouTube—“Customer Service at Jacksonville International Airport (JAX)”]. Alternatively, it may entail some combination of video, class facilitator, customized course content, role playing, and final exam. Sometimes the customer service training video includes aspects of airport orientation programs, such as at Washington Dulles International Airport, which includes a brief history of the airport. 3. Training as part of the badging process. There is a trend of offering customer service train- ing as one of the requirements for obtaining a SIDA badge. This training often takes the form of a video that is customized for the airport and may combine facilitated customer service training along with information about the airport. 4. Refresher training. Some airports offer a customer service training refresher video at the time of SIDA badging and a more robust customer service training course separately on a scheduled basis for customer-facing staff. 5. Training in appropriate languages. In the U.S., customer service training is sometimes provided in several languages, most often English and Spanish. Some airports offer addi- tional training in English as a second language or in other languages spoken by the airport’s customers. 6. Use of external training resources. An emerging practice is for airports to pursue customer service certification either through in-house training or through an outside customer service accreditation entity. This training may, in some cases, be conducted online. 7. Multilevel training. San Francisco International Airport’s Serve Well guest services training program, offered in conjunction with its Travel Well guest services program, is a creative approach to propel SFO to become a top-rated airport for service excellence. This program offers expert techniques at no cost that will heighten guest satisfaction and loyalty and benefit all employees working at SFO. The training curriculum is designed to allow airport employees to enroll for progressively more in-depth courses, starting with Travel Well ambassador training with prerequisites to proceed to each of the next two levels. Information on the training curriculum is shown in Figure 9-3. Employees are encouraged to complete the more advanced courses to hone their customer service skills and expertise. 8. Training curriculum. Based on the training programs performed at a number of major U.S. and non-U.S. airports, a representative customer service training curriculum would typically include topics such as: a. Knowledge of airport history, layout, services, amenities, and so forth; b. Knowledge of airport customer service brand and service standards;

Improving the Customer experience—people 135 Courtesy San Francisco International Airport. contact us flysfo sfgov.org login Select Language home » for businesses and agencies » training » serve well training Serve Well Schedule & Registration For general inquiries, email SFO Serve Well Program. SFO Serve Well Guest Services Training Program Course Description (90 minutes each) INTRODUCTORY COURSE: TRAVEL WELL AMBASSADOR - Understand and perform the Travel Ambassador role at SFO with confidence, enthusiasm and pride (see overview video). WELCOME - Learn how to welcome our guests in a friendly and helpful manner to provide an exceptional airport experience. ENGAGE - Engage our guests to ensure the traveler’s journey in a seamless way that enables you to serve well. LEAD - Strive to be the best and lead from every position through knowledge and professionalism to create an innovative experience like no other in the world. LIFT - Elevate our guest’s spirits with by surprising them with exceptional experiences and creating positive memories for them. IMPROV - Learn how to thrive in a fast-paced environment that is constantly changing. This session focuses on listening, problem solving and adaptability. All courses are available in two versions – one for ALL EMPLOYEES and the other for TEAMLEADERS. Training Location – unless otherwise noted in the registration, courses are held in the SFO Training Room, 4th Floor, International Terminal. Benefits Professional customer service training and experience. Familiarization with the airport, its vision, mission promise and most importantly, its guests. Improved confidence level. Practical skills. Relevant topics. Recognition and certification upon course completion. Schedule & Registration Visit the Serve Well Schedule & Registration page and select the session you wish to attend. Current and following month training dates are posted. Click on the corresponding RSVP FOR THIS EVENT button. Complete the requested information. Click the ADD button to complete your registration. Once registered, you will receive a confirmation email and directions to the location before the actual training day. For technical difficulties with registration, email us here. Serve Well Training home for employees for businesses and agencies job opportunities site map In concert with SFO’s Travel Well program, the Serve Well Guest Services training program is a smart and creative approach to propel SFO to become the top-rated airport for service excellence. This program offers expert techniques that will heighten guest satisfaction and loyalty and benefit all employees who directly work with the public. These courses are available to all employees working at SFO at no cost. Figure 9-3. San Francisco International Airport Serve Well guest services training program outline.

136 Improving the airport Customer experience c. Understanding the passenger’s journey door-to-door and the employee’s role in enhancing the customer’s experience; d. How to handle customers who are frustrated or angry; e. How to handle stress and boredom while on the job; f. How to handle people with disabilities or reduced mobility; g. How to handle customers who do not speak English; h. How to handle the aged and aging; and i. Security awareness—“See Something, Say Something.” 9. Providing training tools for business partners and stakeholders. Some airports fund, develop, and offer customer service training to all airport staff, while others share all or some of those duties with the airport’s business partners and stakeholders, as is the case at MSP. The Metropolitan Airport Commission, the airport operator for MSP, developed a customer service video that airport businesses can use in their employee orientation processes. The video highlights the airport community’s employee brand promise to be “MSP Nice: one experience at a time.” 10. Providing answers to frequently asked questions. The more informed and knowledgeable the airport employee is about the airport, the more likely he/she will be able to delight the customer. Employees need to have answers to customers’ frequently asked questions, especially if that is specified as an airport service standard. In addition, information about interesting airport facts or upcoming events at the airport or in the city also provide conversation starters for employees to use with customers. To assist airport employees with this, customer service training often includes important information to help them assist and delight their customers. This information is often provided through a communications channel such as an intranet, mobile access to the airport website, or an airport app accessible on a smart phone. Other- wise, this valuable resource information is provided in a convenient low-tech manner such as a Z-card, which is credit-card sized when folded and opens to approximately 18 inches by 18 inches and contains important phone numbers, maps, and other airport information on both sides. The decision to use high-tech versus low-tech tools should be based on cost, the employees’ skill sets, and the equipment at the employees’ disposal on the job. One of earliest and largest customer service training programs is conducted by PANYNJ, which developed its customer service training in-house. The training is based on PANYNJ’s customer care service standards and is delivered in the classroom using: 1. A trainer provided through a third-party service contract; 2. Videos that communicate the history of the airport, a welcome from a PANYNJ executive, and customer service do’s and don’ts; 3. Customer service training content discussion; 4. Role playing of typical airport customer interactions; and 5. Familiarization with the PANYNJ customer care standards for attitude, knowledge, aware- ness, and appearance of airport staff as well as the customer care reward and recognition program and a sign-off that the employee is familiar with the information. Generally, a 4-hour training session is given at the time of airport badging; however, longer sessions are available at the request of individual employers. 9.2 Monitoring and Managing Performance of Airport Staff Because an airport’s customer service brand is the essence or promise of what will be consistently delivered or experienced at the airport regardless of who is responsible for providing the service, it is important that the airport operator monitor and manage the performance of the drivers of

Improving the Customer experience—people 137 customer satisfaction at the airport (i.e., key performance indicators). The performance of airport staff is a key performance indicator that drives overall customer satisfaction at all airports and has an indirect impact on non-aeronautical revenues. As a result, operators of well-rated airports put in place airport-wide performance management systems to monitor and continuously improve the performance of airport staff. The performance of concessionaires’ staff, however, has a direct impact on non-aeronautical revenues attributable to concessions spending. That is why leading concessionaires and conces- sion developers and the brands they operate at airports have sophisticated customer service train- ing programs. This is in addition to the customer service training and performance monitoring and management that may be performed by the airport operator. Tools that airport operators use to monitor and enhance the performance of airport staff include: 1. Customer satisfaction surveys. These are useful for assessing overall customer satisfaction results and soliciting responses to specific questions concerning attitude, knowledge, appear- ance, and awareness of airport staff. Survey questions can be organized by process, such as check-in staff, security staff, FIS staff, concessions staff, custodial staff, and customer service representatives/ambassadors. Questions may also be structured to solicit indirect responses to questions concerning ambience or wayfinding, for example. 2. Compliments and complaints, social media feedback, and airport comment cards. These provide important customer feedback regarding the performance of airport staff. Feedback from these sources is generally attended to quickly, and customers receive timely responses from the airport consistent with the customers’ expected norms for each feedback mecha- nism. For example, use of social media carries expectations of almost instantaneous response. Employers and employees cited in compliments and complaints receive feedback (praise or counseling), and the airport tracks and analyzes all customer feedback to identify trends, assess the performance of airport staff, and identify needed service enhancements as well as adjustments required to customer service training. 3. Mystery shopping. Often conducted to measure and track the performance of airport staff, mystery shoppers are unknown to the airport employees. They are usually given a script for each of their visits, and they evaluate the service provided in light of the airport’s published people service standards or some other expected performance guideline. Open-ended obser- vations about the interaction and the facilities are also noted. The result of each mystery shopper’s visit is usually reported back to the employer quickly so that the behavior can be immediately corrected or celebrated, as appropriate, with appropriate feedback given to the employee. Mystery shopping results are summarized, tracked, and analyzed to identify trends, assess the performance of airport staff, and identify needed service enhancements and adjust- ments required to customer service training. A key advantage of mystery shopping is that it is done by independent third parties whose findings are considered objective. Airports that monitor performance generally summarize, analyze, and share the results with the relevant airport employers so that they have an independent assessment of how their staffs are performing, especially in light of the airport’s service standards (assuming these exist). The goal is to put in place a collaborative action plan between the airport operator and the airport employers to continuously improve the performance of all airport staff. In addition to the airport-wide performance management system, many airports are now requiring concessionaires and other service providers to put in place their own performance management systems. These companies are required as a condition of their concession agree- ments or contracts to share with the airport operator the performance of their staffs along with other key performance indicators that affect the customer experience.

138 Improving the airport Customer experience Some airports have established a customer service council, which is made up of key members of the airport community. This council serves as the forum for working collaboratively with the airport’s performance management program and for monitoring key performance indicators related to customer satisfaction. It is also a forum where discussions regarding airport-wide rewards and incentives can be held. 9.3 Rewards and Incentives for Airport Staff Many successful companies of all kinds use rewards, recognition, and incentives to moti- vate, energize, and engage their employees. Their use is a good business practice, especially when combined with other management strategies described throughout this guidebook. The programs serve to: • Improve customer satisfaction, • Improve employee job satisfaction, • Provide a management tool for improving employee performance, • Reduce employee turnover due to poor performance, • Improve retention of quality employees, • Increase concession revenue, and • Improve survey and mystery shopping performance scores for airport employees. The reward and recognition programs used by airports generally have the following characteristics: • Performance monitoring. The results of performance monitoring such as survey and mystery shopping, compliments, and social media are used to determine worthy recipients. • Different timeframes. Awards are made on a regular basis from on the spot to monthly, quar- terly, and annually. Recognition can also be cumulative—for example, award winners are entered into a raffle for an annual award every time they receive an on-the-spot, monthly, or quarterly award. • Basis for the awards. Different types of awards are presented, such as to employees with perfect mystery shopping scores for the period, those who go above and beyond to assist customers, those awarded for a particular exceptional event or performance on a consistent basis, or the employee with the most compliments received. • Transparency. Guidelines regarding the awards are communicated in advance and shared with employers and employees. These include description of awards; nominations process, which may include peer or supervisory nominations in addition to customer feedback and mystery shops; eligibility criteria, such as that the employee is in good standing with the employer; selection criteria; and awards committee representation. • Objective criteria. Awards are often determined by a committee representing the airport community using agreed upon criteria that are aligned with the airport’s brand and people standards • Individual or team awards. Awards can be for individual performance or for team perfor- mance to encourage collaboration and teamwork, especially across different links in the service delivery chain. • Value of the awards. Awards could be monetary or consist of prizes such as dinners, theater tickets, airline tickets, or electronics. • Source of the awards. Awards may be funded by the airport operator, donated or funded by the airport community, or both. For example, one airport uses donated gift certificates from airport concessionaires in addition to the recognition that comes with their selection for an award. • Publicity. Employees respond well to recognition of good performance. Posting of awards and recipients in break rooms or communicated through airport newsletters, airport websites or intranet sites, or local new outlets, provides broader recognition among peers.

Improving the Customer experience—people 139 • Timeframes for awards. Awards are usually presented based on type of award. On-the-spot awards may be presented on the job in front of fellow employees, and sometimes customers, at monthly or quarterly key meetings such as airport board meetings or station manager meetings or at special events. Annual awards are often presented at a year-end function or gala event. Airport managers interviewed for this guidebook reported positive feedback regarding employee engagement attributable to their rewards, recognition, and incentive programs. These programs help foster an identification with and loyalty to the airport as a whole on the part of airport employees throughout the airport. Most airports that use incentives and reward and recognition programs do not implement them in a vacuum. They are typically part of a strategic, integrated approach to service excellence. Figure 9-4 illustrates the Houston Airport System’s customer service rewards and recognition program event for all airport community employees. 9.4 The Information Function Information is power. Studies indicate that customers want better information at the airport, and an increasing number of customers want information available directly on their smart phones (for most customers, that is now their preference). Armed with accurate and timely information, customers are empowered to chart a more pleasurable journey for themselves and make informed decisions about the use of their time. Informed customers feel they are more in control of their Courtesy of Houston Airport System. Figure 9-4. Program for Rewards and Recognition Roundup at Houston Bush Intercontinental Airport.

140 Improving the airport Customer experience experiences and are happier customers, translating into less stress for them, and, by extension, the airport and its staff. Notwithstanding the airport community’s best efforts to keep its customers informed using both high-tech and more traditional channels of communication, there are still times when the customer needs to interact with someone who works at the airport. When those times occur, any airport employee wearing a badge is a magnet. In these instances, employees wear two hats—one for their daily job functions and one for airport ambassador. In addition to the random encounter, most airports provide staff to assist customers on a regular basis. They include: • Staff at information booths and call centers, and • Roving ambassadors. 9.4.1 Information Booths and Call Centers Many airport operators provide staff at information booths located throughout terminals pre- or post-security to assist customers with questions and concerns regarding directions, airline ser- vices, concessions, ground transportation, special needs such as TTY services, and the like. They also provide or arrange interpreting and translating service for a variety of languages. In addition to staff, some information booths contain touch-screen kiosks for customers to help themselves by accessing designated airport, airline, hotel, ground transportation, or travel and tourism information or links directly. Travel and tourism collateral information as well as hotel and ground transportation telephone boards are often found at or near information booths on the arrivals level. These additional information sources, particularly customer service agents, provide a high level of service to passengers needing assistance while also protecting less informed customers from unauthorized ground transportation providers. Many airports also provide a general telephone number for customers to call regarding a variety of airport inquiries as well as special-purpose telephone numbers for specific inquiries such as for parking and ground transportation options. These telephone lines can be handled by staff employed by the airport operator and staff provided as part of a third-party service provider under contract to the airport operator. Either way, customers expect excellent service, and the airport manages this customer touch point to align it with its brand and customer service standards. 9.4.2 Roving Ambassadors In addition to the customer service staff at information booths, many airports also provide roving ambassadors or customer service representatives who move about the terminal or rail platforms during the airport’s peak travel times. Often these customer service representatives wear distinctive uniforms, such as cowboy hats and red vests at Denver International Airport, to facilitate their identification by customers. Roving ambassadors improve customer service by: • Helping to manage queues, • Responding to inquiries, • Assisting with wayfinding, • Acting as the airport’s eyes and ears in the event of operational issues, • Conducting audits of the airport facilities and operations, such as checking the condition of restrooms or the cleanliness of the terminal, and • Responding to requests for assistance during irregular operations.

Improving the Customer experience—people 141 New types of roving ambassadors, such as roving customer service robots, are emerging at airports. Indianapolis International Airport (IND) was the first U.S. airport to debut a roving robot. It uses a standard iPad running FaceTime mounted on a stick figure wearing an IND polo shirt. IND staff remotely operate the robot and can be seen by and interact with the customer directly. The technology and costs of this type of robot are discussed in Chapter 10. Edmonton International Airport (EIA) has also been testing a robot that is fully automated and has a touch screen with icons indicating how the robot can assist passengers, including lead- ing passengers to their chosen destination. They have the potential to communicate in 30 different languages. “The cool part about the robot is it is mobile so it can actually move to you. We have info booths, which are great. We have wonderful volunteers, who walk around and help folks a lot. But the robot would extend our reach,” said EIA spokesperson Heather Hamilton (personal communication). The EIA robot is shown in Figure 9-5. To date, although a few customers are wary of the robots, the response to them has been posi- tive. Most customers see them as a valuable and enjoyable service addition, and many have been seen taking a selfie with the robots. 9.4.3 Reducing Stress Through the Use of Dogs In addition to robots, so-called pup ambassadors at some airports move about the termi- nals with their handlers to the delight of many customers. Pup ambassadors are quite popular with young and old customers alike. Dogs from LAX’s PUP program and San Antonio Inter- national Airport’s Pups and Planes program bring smiles and calm to the airport, for those who pet the dogs and those who are happy to just watch. They are particularly helpful with customers who have a fear of flying. Figure 9-6 shows human and animal participants in LAX’s PUP program. Figure 9-5. Edmonton International Airport robot.

142 Improving the airport Customer experience 9.4.4 Paid Ambassadors and Airport Volunteer Programs Many highly regarded airports identify all airport employees as airport ambassadors. How- ever, the customer service staff stationed at information booths or roving the terminals with the sole purpose of assisting customers and answering their questions are often referred to as airport ambassadors. They are either paid staff or trained volunteers. Two examples of well-established volunteer programs are shown in Figure 9-7. 9.4.4.1 Paid Ambassadors (Customer Service Representatives) Paid ambassadors stationed at information booths and roving ambassadors are typically employed by the airport operator or a third-party service provider under contract to the airport operator. Paid ambassadors work regular daily schedules and often speak a second language. Airports often try to recruit ambassadors that speak multiple languages that match up with the Figure 9-6. LAX’s PUP program. Figure 9-7. Volunteer programs at Jacksonville International (left) and Minneapolis–St. Paul International airports (right).

Improving the Customer experience—people 143 languages spoken by their customers. In some airports, the languages spoken by ambassadors are indicated on their nametags using national flags. 9.4.4.2 Airport Volunteer Programs At some U.S. airports, individuals willing to volunteer their time are scarce. However, many communities, particularly those with a larger portion of older residents, have highly motivated people who are no longer in the active workforce, have much to contribute, and enjoy serving others. Airports with access to such volunteers train them to provide the same services as paid ambassadors, and they are under the supervision of airport staff. In addition, some volunteers may conduct airport tours for schools and civic groups. Many volunteers are former employees of airlines, airports, or other companies in the aviation industry. Volunteers typically work a more limited schedule than paid ambassadors, with schedules such as 4 hours a day, 2 or 3 days a week. Airport operators usually provide uniforms to volunteers. If the airport has mystery shopping or reward and recognition programs in place, volunteers often are eligible for both programs. Many airports also fund an annual appreciation event to acknowl- edge volunteers for their service. Some examples of airport volunteer ambassador programs are Nashville’s Flying Aces, Los Angeles’ VIPs, and Phoenix Sky Harbor’s Airport Navigators. Well-established and successful airport volunteer programs also operate at the airports serving Atlanta, Austin, Baltimore/Washington, Charlotte, Houston, Jacksonville, and Minneapolis– St. Paul (managed through the MSP Airport Foundation). In addition to assisting with the information function, Travelers Aid International operates the Travelers Aid programs at 21 airports in the U.S. and Puerto Rico, including the Washington and New York area airports. Some 2,700 Travelers Aid volunteers work at airports and train stations; they typically supplement the customer service function at most airports at which they provide service. According to the Travelers Aid International website, volunteers accomplish their mission in the following ways: • Provide travel courtesy, hospitality, and engage travelers to ensure a more pleasant travel experience at the facilities. • Provide information on cultural activities, sightseeing, ground transportation, accommodations, and local points of interest. • Meet-and-greet services for youth, seniors, disabled persons, and international visitors when requested, including the ability to provide companion care while the passenger is waiting in the transportation facilities within the specified hours of operation. • Facilitate contacts in the event that passengers arrive at the wrong airport and need assistance to travel to another airport to reunite with family/friends. • Provide information on check cashing, use of credit cards, ATMs, and other options available when money is lost or stolen (e.g., prepaid tickets, contact with friends or relatives, alternative travel, wiring money, emergency housing, and food resources) (Travelers Aid International, no date). 9.5 Improving Customer Service Through Tenants and Contractors Tens of thousands of people may work at a large airport, with only a small fraction employed directly by the airport operator. However, customers expect to be treated well by all airport employees regardless of who the employee works for. The best-rated airports, especially those that take a strategic and holistic approach to service excellence, are successful at engaging their business partners, stakeholders, contractors, federal agencies, and all the employees who work at the airport and having them support the airport’s service delivery strategy. In using the strategies and tools outlined throughout this guidebook to do so, all employees throughout the airport are aligned, trained, and rewarded using the same programs and service standards.

144 Improving the airport Customer experience 9.5.1 Service Employees As airports strive to provide service excellence, employees of companies under contract to the airport operator or under contract to other businesses providing services at the airport often have the airport’s service delivery strategy and service standards included in their contracts. While they may participate in airport-wide programs for customer service training, performance manage- ment, and reward and recognition, their employers are contractually obligated to provide service in compliance with the airport’s service standards and brand. 9.5.2 Concessionaire Employees Large concessionaires such as Westfield Concessions Management, Hudson Group, HMSHost Concessions, HDS Retail, the Paradies Shops, World Duty Free Group, and DFS Airport under- stand the important role that concessions employees play in providing an outstanding conces- sions experience as well as the impact of outstanding customer satisfaction on their revenues. These airport concession partners have programs to recruit, train, manage, and reward their employees. The airport’s customer service improvement programs often supplement and com- plement the concessionaire’s training programs. Working together helps ensure that service is at its best in the concessions locations and that the airport brand and each of the individual brands co-existing at the airport support each other. 9.5.3 Parking and Ground Transportation Employees Parking may be operated directly by airport staff or through a contract with a specialist park- ing operator. The same is true of on-airport ground transportation providers such as intra- airport shuttle bus operators. These employees, like other third-party service employees, often have the airport’s service delivery strategy and service standards included in their contracts and often participate in programs for airport-wide customer service training, performance manage- ment, and reward and recognition. Other ground transportation providers who do not have a contract with the airport can also be required to participate in a training program to operate at the airport, and can be eligible for reward and recognition programs. 9.5.4 Improving Customer Service Through Airline Employees, Security Employees, and FIS Employees Most airport managers report that they have good relationships with local management of the airlines that serve their airports and with directors of federal agencies (such as the local Federal Security Director and the CBP director) present at their airports. Managing relationships with these organizations and their employees is more problematic in that they are not under the con- tractual control of the airport operator. Federal agencies are present at the airport under federal law and serve a security role. Airlines may choose to serve the airport and are subject to terms and con- ditions that are similar to those of all other airlines, and those terms and conditions must comply with federal laws and regulations. Therefore, the airport operator has less direct leverage over these organizations and their employees. Many airports have been successful, however, in using close, collaborative relationships with these organizations to achieve enhanced customer experiences. For these groups and their local management, successful strategies include: 1. Collaboration. It is important to collaborate and build trust with these groups at the local level (as outlined throughout Chapter 3). 2. Customer service councils. Local management should be given an open, standing invitation to join and be active participants in the airport’s customer service council. Some may not

Improving the Customer experience—people 145 join initially, but as the customer service improvement program evolves and starts to achieve results, they should be encouraged to participate. 3. Input. Local management should have the opportunity to review and comment on the airport’s brand, service standards, performance management system, customer service programs, and communications plan. 4. Sharing of information. The airport should share with local management all of the customer service performance management information it is gathering about these groups. Any plans developed for other business partners and stakeholders should be monitored using the same follow-up and escalation procedures. Long-term results are best achieved by sharing of infor- mation in a collaborative manner. 5. Benchmarking. Benchmarking data that reveal a higher level of satisfaction at other airports should be analyzed, reviewed, and understood, along with performance at each airport that might affect perceived performance in collaboration with local management of these groups. If opportunities to improve performance can be identified, an action plan should be devel- oped that includes implementation recommendations. 6. Reward and recognition programs. The employees of these groups should be eligible for reward and recognition, just as other airport employees are. Discussions should be held with local management to participate in mystery shopping, where appropriate. 7. Service standards. Management and employees of federal agencies, security companies, and police often prefer that customers perceive their services and their people as professional rather than friendly or courteous. Consideration should be given to adjusting the airport’s service standard for employees involved in policing, enforcement, and security to emphasize the professional treatment of all airport customers and how officers should make customers feel. Improving customer service among airlines and federal agencies can prove challenging but is important since these organizations have direct contact with customers. Persistence, good relationships, a strategic programmatic approach, and consistency are the keys to enhanced customer experiences with these airport processes.