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83  The metrics in the following list can be used to measure the effectiveness and the extent to which the talent cultivation plays are effectively implemented (see also Table 4). These metrics and the use of the metric scorecard, Exhibit 4, provide airports with a consistent and quantifi- able approach to evaluate the impact of current and potential plays to make informed decisions regarding which are worth keeping and which new plays are likely to have the greatest return on investment. By comparing the plays using a consistent set of metrics and anchors, airport leaders can simplify difficult decisions and articulate the costs and benefits of each approach. Given that airport organizations vary widely in size and operating characteristics, the metrics are designed to be easily understood and used, have broad applicability, and be adaptable to the needs of diverse audiences. All metrics associated with each play should be used together to evaluate the play, and then a new scorecard can be completed for a second play if a comparison is desired. Talent Cultivation Metrics 1. Time to implement (number of months from the time the strategy is identified through full implementation) 2. Cost to implement (compared against budget) 3. Amount of time to realize results (dependent on the desired outcome) 4. Sustainability (number of different situations or periods of time in which this strategy would work) 5. Stakeholder support 6. Percentage of employees able to participate 7. Percentage of individuals who participated (of those able to participate) 8. Supervisor perception of employee performance post-implementation of play 9. Percentage of participants satisfied with the experience Chapter 5 Metrics
84 Playbook for Cultivating Talent in the Airport Environment Facilitate career path discussions to share career development opportunities with employees Create partnership opportunities for airport leaders to engage with academic programs Conduct stay interviews to learn from employees and improve employee retention Design internal internship opportunities to prepare future talent Create a personal career narrative to share work experiences with employees Conduct futuring workshops to understand future workforce needs Plays Metrics Ti m e to im pl em en t Co st to im pl em en t Am ou nt o f t im e to re al iz e re su lts Su st ai na bi lit y St ak eh ol de r su pp or t Pe rc en ta ge o f em pl oy ee s ab le to p ar tic ip at e Pe rc en ta ge o f in di vi du al s w ho pa rti ci pa te d Su pe rv is or pe rc ep tio n of em pl oy ee pe rfo rm an ce po st - im pl em en ta tio n Pe rc en ta ge o f pa rti ci pa nt s sa tis fie d w ith th e ex pe rie nc e Implement cross-functional group sessions to promote organization-wide knowledge sharing Host learning moments forums to share lessons learned Facilitate Think Tank forums to promote innovation Conduct group visioning sessions with employees to outline shared values and goals Conduct employee pulse surveys to understand employee attitudes about work Articulate a peer-nominated employee recognition approach to honor work successes Provide job shadowing opportunities to broaden employee skills Facilitate reciprocal mentoring opportunities to increase employee capabilities Guide employees in pursuing relevant training or certifications to improve their skills Conduct constructive feedback sessions for leaders to promote consistency across employees Share sources for publicly available developmental opportunities to promote growth Table 4. Plays and associated metrics.
Metrics 85  Metric Scorecard Title of Play: [Insert Play Title Here] Metrics 0-25 26-50 51-75 76-100 Score 1. Time to implement Over 12 months 6 to 12 months 3 to 6 months Less than 3 months 2. Cost to implement More than budget target Right at budget target Slightly under budget target Significantly under budget target 3. Amount of time to realize results Over 12 months 6 to 12 months 3 to 6 months Less than 3 months 4. Sustainability One-time occurrence Information or context must be continually updated to remain current Information or content can be updated annually and reused Can occur frequently with minimal maintenance 5. Stakeholder support Stakeholders unaware of program Stakeholders know of program and do not support it Stakeholders know of program and slightly support it Stakeholders fully support the program 6. Percentage of employees able to participate Up to 25% of employees can participate 25% to 50% of employees can participate 50% to 75% of employees can participate 75% or more of employees can participate 7. Percentage of individuals who participated (of those able to participate) Up to 25% of employees can participate 25% to 50% of employees can participate 50% to 75% of employees can participate 75% or more of employees can participate 8. Supervisor perception of employee performance post- implementation of play Decline in performance No change in performance Slight improvement in performance Significant improvement in performance 9. Percentage of participants satisfied with the experience Less than 50% satisfied 50% to 75% satisfied 75% to 90% satisfied Greater than 90% satisfied Total Score: Exhibit 4. Metric scorecard.
