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A I R P O R T C O O P E R A T I V E R E S E A R C H P R O G R A M ACRP RESEARCH REPORT 232 2021 Research sponsored by the Federal Aviation Administration Subscriber Categories Administration and Management â¢ Education and Training â¢ Aviation Playbook for Cultivating Talent inÂ the Airport Environment Chelsey Jackson Jessica Jenkins Allison Alexander Amy Bisker Candace Cronin Jesse Dorbian Kelly Dray Sasha Iliev Jude Peji Rachel Smart ICF Fairfax, VA i n a s s o c i a t i o n w i t h Laurie Cullen VHB Providence, RI
AIRPORT COOPERATIVE RESEARCH PROGRAM Airports are vital national resources. They serve a key role in transpor- tation of people and goods and in regional, national, and international commerce. They are where the nationâs aviation system connects with other modes of transportation and where federal responsibility for man- aging and regulating air traffic operations intersects with the role of state and local governments that own and operate most airports. Research is necessary to solve common operating problems, to adapt appropriate new technologies from other industries, and to introduce innovations into the airport industry. The Airport Cooperative Research Program (ACRP) serves as one of the principal means by which the airport industry can develop innovative near-term solutions to meet demands placed on it. The need for ACRP was identified in TRB Special Report 272: Airport Research Needs: Cooperative Solutions in 2003, based on a study spon- sored by the Federal Aviation Administration (FAA). ACRP carries out applied research on problems that are shared by airport operating agen- cies and not being adequately addressed by existing federal research pro- grams. ACRP is modeled after the successful National Cooperative High- way Research Program (NCHRP) and Transit Cooperative Research Program (TCRP). ACRP undertakes research and other technical activi- ties in various airport subject areas, including design, construction, legal, maintenance, operations, safety, policy, planning, human resources, and administration. ACRP provides a forum where airport operators can cooperatively address common operational problems. ACRP was authorized in December 2003 as part of the Vision 100â Century of Aviation Reauthorization Act. The primary participants in the ACRP are (1) an independent governing board, the ACRP Oversight Committee (AOC), appointed by the Secretary of the U.S. Department of Transportation with representation from airport operating agencies, other stakeholders, and relevant industry organizations such as the Airports Council International-North America (ACI-NA), the American Associa- tion of Airport Executives (AAAE), the National Association of State Aviation Officials (NASAO), Airlines for America (A4A), and the Airport Consultants Council (ACC) as vital links to the airport community; (2) TRB as program manager and secretariat for the governing board; and (3) the FAA as program sponsor. In October 2005, the FAA executed a contract with the National Academy of Sciences formally initiating the program. ACRP benefits from the cooperation and participation of airport professionals, air carriers, shippers, state and local government officials, equipment and service suppliers, other airport users, and research organi- zations. Each of these participants has different interests and responsibili- ties, and each is an integral part of this cooperative research effort. Research problem statements for ACRP are solicited periodically but may be submitted to TRB by anyone at any time. It is the responsibility of the AOC to formulate the research program by identifying the highest priority projects and defining funding levels and expected products. Once selected, each ACRP project is assigned to an expert panel appointed by TRB. Panels include experienced practitioners and research specialists; heavy emphasis is placed on including airport professionals, the intended users of the research products. The panels prepare project statements (requests for proposals), select contractors, and provide technical guidance and counsel throughout the life of the project. The process for developing research problem statements and selecting research agencies has been used by TRB in managing coop- erative research programs since 1962. As in other TRB activities, ACRP project panels serve voluntarily without compensation. Primary emphasis is placed on disseminating ACRP results to the intended users of the research: airport operating agencies, service pro- viders, and academic institutions. ACRP produces a series of research reports for use by airport operators, local agencies, the FAA, and other interested parties; industry associations may arrange for workshops, training aids, field visits, webinars, and other activities to ensure that results are implemented by airport industry practitioners. ACRP RESEARCH REPORT 232 Project 06-06 ISSN 2572-3731 (Print) ISSN 2572-374X (Online) ISBN 978-0-309-67396-9 Library of Congress Control Number 2021936462 Â© 2021 National Academy of Sciences. All rights reserved. COPYRIGHT INFORMATION Authors herein are responsible for the authenticity of their materials and for obtaining written permissions from publishers or persons who own the copyright to any previously published or copyrighted material used herein. Cooperative Research Programs (CRP) grants permission to reproduce material in this publication for classroom and not-for-profit purposes. Permission is given with the understanding that none of the material will be used to imply TRB, AASHTO, FAA, FHWA, FTA, GHSA, NHTSA, or TDC endorsement of a particular product, method, or practice. It is expected that those reproducing the material in this document for educational and not-for-profit uses will give appropriate acknowledgment of the source of any reprinted or reproduced material. For other uses of the material, request permission from CRP. NOTICE The research report was reviewed by the technical panel and accepted for publication according to procedures established and overseen by the Transportation Research Board and approved by the National Academies of Sciences, Engineering, and Medicine. The opinions and conclusions expressed or implied in this report are those of the researchers who performed the research and are not necessarily those of the Transporta- tion Research Board; the National Academies of Sciences, Engineering, and Medicine; or the program sponsors. The Transportation Research Board; the National Academies of Sciences, Engineering, and Medicine; and the sponsors of the Transit Cooperative Research Program do not endorse products or manufacturers. Trade or manufacturersâ names or logos appear herein solely because they are considered essential to the object of the report. Published research reports of the AIRPORT COOPERATIVE RESEARCH PROGRAM are available from Transportation Research Board Business Office 500 Fifth Street, NW Washington, DC 20001 and can be ordered through the Internet by going to https://www.mytrb.org/MyTRB/Store/default.aspx Printed in the United States of America
The National Academy of Sciences was established in 1863 by an Act of Congress, signed by President Lincoln, as a private, non- governmental institution to advise the nation on issues related to science and technology. Members are elected by their peers for outstanding contributions to research. Dr. Marcia McNutt is president. The National Academy of Engineering was established in 1964 under the charter of the National Academy of Sciences to bring the practices of engineering to advising the nation. Members are elected by their peers for extraordinary contributions to engineering. Dr. John L. Anderson is president. The National Academy of Medicine (formerly the Institute of Medicine) was established in 1970 under the charter of the National Academy of Sciences to advise the nation on medical and health issues. Members are elected by their peers for distinguished contributions to medicine and health. Dr. Victor J. Dzau is president. The three Academies work together as the National Academies of Sciences, Engineering, and Medicine to provide independent, objective analysis and advice to the nation and conduct other activities to solve complex problems and inform public policy decisions. The National Academies also encourage education and research, recognize outstanding contributions to knowledge, and increase public understanding in matters of science, engineering, and medicine. Learn more about the National Academies of Sciences, Engineering, and Medicine at www.nationalacademies.org. The Transportation Research Board is one of seven major programs of the National Academies of Sciences, Engineering, and Medicine. The mission of the Transportation Research Board is to provide leadership in transportation improvements and innovation through trusted, timely, impartial, and evidence-based information exchange, research, and advice regarding all modes of transportation. The Boardâs varied activities annually engage about 8,000 engineers, scientists, and other transportation researchers and practitioners from the public and private sectors and academia, all of whom contribute their expertise in the public interest. The program is supported by state transportation departments, federal agencies including the component administrations of the U.S. Department of Transportation, and other organizations and individuals interested in the development of transportation. Learn more about the Transportation Research Board at www.TRB.org.
C O O P E R A T I V E R E S E A R C H P R O G R A M S CRP STAFF FOR ACRP RESEARCH REPORT 232 Christopher J. Hedges, Director, Cooperative Research Programs Lori L. Sundstrom, Deputy Director, Cooperative Research Programs Marci A. Greenberger, Manager, Airport Cooperative Research Program Theresia H. Schatz, Senior Program Officer Tyler Smith, Senior Program Assistant Eileen P. Delaney, Director of Publications Natalie Barnes, Associate Director of Publications Kami Cabral, Editor ACRP PROJECT 06-06 PANEL Field of Human Resources Seth B. Young, The Ohio State University, Columbus, OH (Chair) D. Michael Ehl, Seattle, WA Linda G. Frankl, ADK Consulting and Executive Search, Lexington, KY Kurt Gering, National Funding, San Diego, CA Jennie Santoro, HNTB Corporation, Bellevue, WA Rebecca Didio, FAA Liaison Qinya Pang, Airports Council InternationalâNorth America Liaison
ACRP Research Report 232: Playbook for Cultivating Talent in the Airport Environment provides inspiring, proven, and readily implementable techniques for airport leaders and managers to use to enhance talent cultivation and knowledge transfer within airport orga- nizations. Knowledge transfer refers to measurable, on-the-job transfer of both skills and training to keep a workforce prepared, productive, innovative, and competitive. The Playbook is designed for quick, easy application with key talent planning ideas that can be used by airports of different types and sizes, addressing all levels of the organization from entry-level through leadership. It includes approaches that are tactical, strategic, and structural. Attention has been given to strategies and techniques that focus on an organiza- tionâs culture and workplace environment by addressing the integration of talent cultiva- tion into the airportâs vision and strategy, and alignment of organizational objectives and individualâs goals, job satisfaction, enrichment, engagement, and fulfillment. It considers diversity and inclusion, and competitiveness within the airport industry and with other industries for talent, as well as identification of emerging trends and future talent roles. The airport environment is facing a shortage of individuals who can lead, guide, manage, and carry out airport-centric initiatives to support the aviation industry. In an environment where attracting, inspiring, and developing the airport workforce is becoming increasingly challenging, a vision for talent planning is needed. This is a crucial endeavor as the airport environment considers the negative economic impact of potentially diminished aviation activities in communities. Todayâs talent pool is looking for a dynamic career path. The aviation sector is filled with many vibrant career opportunities, and the challenge is to develop talent cultiva- tion techniques and strategies that align the talent pool with the evolving needs of airport organizations. Previous research in the area of workforce development has created guidebooks and reports that, while helpful to the industry, should be augmented with readily imple- mentable solutions. Different from a best practices guidebook, a playbook uses experiential and inspiring techniques to energize airport employees to embed talent cultivation within their organizational cultures. This Playbook partners well with ACRP Research Report 186: Guidebook on Building Airport Workforce Capacity. ACRP Project 06-06 was led by ICF in association with VHB. ICF has also included a presentation, which is available on the TRB website (www.trb.org) by searching for âACRP Research Report 232â, that will help communicate the findings to the airport industry. Case studies of various airports that provide examples airport leaders and managers can refer- ence to see how airports have been successful in creating an environment that enhances talent cultivation, supporting employee growth, and preparing the airport to meet future talent needs are included in the Playbook as an appendix. F O R E W O R D By Theresia H. Schatz Staff Officer Transportation Research Board
Note: Photographs, figures, and tables in this report may have been converted from color to grayscale for printing. The electronic version of the report (posted on the web at www.trb.org) retains the color versions. 1 Summary 4 ChapterÂ 1 Introduction 4 Purpose of the Playbook 4 Organization of the Playbook 5 Needs Assessment 9 ChapterÂ 2 Creating an Environment That Cultivates Talent 11 Play 1: Implement Cross-Functional Group Sessions to Promote Organization-Wide Knowledge Sharing 15 Play 2: Host Learning Moments Forums to Share Lessons Learned 19 Play 3: Facilitate Think Tank Forums to Promote Innovation 23 Play 4: Conduct Group Visioning Sessions with Employees to Outline Shared Values and Goals 27 Play 5: Conduct Employee Pulse Surveys to Understand Employee Attitudes About Work 31 Play 6: Articulate a Peer-Nominated Employee Recognition Approach to Honor Work Successes 35 ChapterÂ 3 Supporting Employee Growth 37 Play 7: Provide Job Shadowing Opportunities to Broaden Employee Skills 41 Play 8: Facilitate Reciprocal Mentoring Opportunities to Increase Employee Capabilities 45 Play 9: Guide Employees in Pursuing Relevant Training or Certifications to Improve Their Skills 49 Play 10: Conduct Constructive Feedback Sessions for Leaders to Promote Consistency Across Employees 53 Play 11: Share Sources for Publicly Available Developmental Opportunities to Promote Growth 57 Play 12: Facilitate Career Path Discussions to Share Career Development Opportunities with Employees 61 ChapterÂ 4 Preparing to Meet Future Talent Needs 63 Play 13: Create Partnership Opportunities for Airport Leaders to Engage with Academic Programs 67 Play 14: Conduct Stay Interviews to Learn from Employees and Improve Employee Retention 71 Play 15: Design Internal Internship Opportunities to Prepare Future Talent 75 Play 16: Create a Personal Career Narrative to Share Work Experiences with Employees 79 Play 17: Conduct Futuring Workshops to Understand Future Workforce Needs 83 ChapterÂ 5 Metrics 86 Appendix Case Studies C O N T E N T S