Guidebook on Building Airport Workforce Capacity (2018) / Chapter Skim
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Pages 205-218
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6-1 Chapter 6: Recommendations for Continuous Airport Workforce Capacity Building Workforce capacity building reflects the potential of U.S. airports to respond effectively and efficiently to emerging job demands in the face of industry changes and trends.
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6-2 Guidebook on Building Airport Workforce Capacity structures often deal with different types of challenges. The strategies and action plans included in this Guidebook are intended to address the most common challenges different airport types across the United States are facing currently and expected to face within the next 5–10 years.
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Recommendations for Continuous Airport Workforce Capacity Building 6-3 be obstacles to change and what messaging is needed for different audiences to help facilitate receptivity to the changes. Given that the workforce and stakeholders – the people – are at the core of any change management initiative, it is important to consider what will help engage and motivate those individuals to support strategic changes.
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6-4 Guidebook on Building Airport Workforce Capacity Phase 2: Plan for the Change This second phase in the change management framework involves developing a plan for managing, implementing, evaluating, and sustaining changes associated with the strategy. While the action plans included in this Guidebook provide information regarding resources, obtaining buy-in, implementation steps, measures for evaluation, and more, airports will need to integrate this information into a specific plan to implement the change at their airport.
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Recommendations for Continuous Airport Workforce Capacity Building 6-5 organization. For example, if the airport is implementing a formal mentoring program, it may choose to pilot the program with one department to assess its potential and resolve unforeseen challenges before expending resources on an airport-wide implementation.
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6-6 Guidebook on Building Airport Workforce Capacity Evaluating Success Together, a focus on sustainability and evaluation reveals what is working well, where there are gaps, and what needs to be improved or refined. There are a variety of methods and formats that can be used to conduct the evaluation depending on the measures of success identified and types of data collected.
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Recommendations for Continuous Airport Workforce Capacity Building 6-7 The 10 metrics (five specific and five global) provided in each scorecard should be used together to evaluate a single workforce strategy so that the total score on the scorecard provides an overall rating for a single strategy.
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6-8 Guidebook on Building Airport Workforce Capacity Example of Metric and Original Anchors Metrics Rating Scales 0–25 26–50 51–75 76–100 1. Time to fill position Over 4 months Greater than 2 up to 4 months Greater than 1 up to 2 months Less than 1 month When trying to evaluate the impact of two potential recruitment programs using this metric and its associated anchors, an airport may find that all of their operations are already filled in less than two months.
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Recommendations for Continuous Airport Workforce Capacity Building 6-9 Cost to implement: The cost of developing and implementing a practice compared to the planned or pre-determined budget. If no defined budget has been set, a rough order of magnitude budget should be developed to use as a standard of comparison.
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6-10 Guidebook on Building Airport Workforce Capacity of the program. For this metric, both pre- and post-tests are used so that any learning can be attributed to the training or development program that trainees complete.
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Attracting New Talent Strategy Scorecard Title of Practice: (Enter here) Metrics Attracting New Talent Rating Scales (Based on experience or projections)
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Building Internal Staff Capacity Strategy Scorecard Title of Practice: (Enter here) Metrics Building Internal Staff Capacity Rating Scales (Based on experience or projections)
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Planning for Future Workforce Needs Strategy Scorecard Title of Practice: (Enter here) Metrics Planning for Future Workforce Needs Rating Scales (Based on experience or projections)
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6-14 Guidebook on Building Airport Workforce Capacity Final Thoughts In closing, the strategies provided in this Guidebook all include valuable practices that can be used in conjunction with one another or on their own. When paired with effective change management techniques, these strategies will help airports create a robust approach to workforce capacity building and planning versus needing to scramble to find employees with in-demand skill sets.
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