Five Innovative HR Strategies that will help Airline Industry
Recruiting, hiring and training managers are costly endeavours for airlines. HR policies targeting potential management candidates from the current roster of employees can help reduce expenses while maintaining the company's cultural integrity. Management training for current managers can task them with finding replacements within their ranks to take their places when they move up. Doing so would follow the current trend in aviation training to improve succession planning from within rather than relying on outside recruitment efforts.
Pilots, flight and ground crews and air traffic controllers cannot train for every possible scenario. Instead of training only for known emergency situations, the current concept involves cross-training employees to ensure the optimal safety of passengers and crews. Sound critical thinking skills may be the best defences against the unknown. While employees in aviation must learn specific tasks to successfully fulfil their obligations, this multidimensional approach to training allows staff to respond quickly to changes and challenges as they occur.
Current staff can also learn the practices of companies that offer customers seamless travel to provide a more positive consumer experience, the International Air Transport Association says. As regulators smooth over international laws that often make cooperation difficult, aviation training will likely include more instruction on how to move passengers by creating alliances and air travel partnership.
The aviation industry has made significant strides in overcoming environmental damage through technical and mechanical innovation. Training trends along these lines will continue to develop as the industry incorporates improvements in environmental protection. Education of engineering and maintenance crews will include programs aimed at reducing the industry’s carbon footprint. This may include learning more about using alternative fuel supplies and promoting sustainable practices within their fields of expertise.
At the end of this session, there were many key takeaways from the panel discussion on the use of digitized HR platforms:
· Airports need to become experts in providing an engaging Employee User Experience to attract and retain staff;
· Airports need to have the capability to re-skill its workforce and adapt to the quickly changing aviation environment and in required competencies;
· Airports need to adopt a system of identifying Employee Personas to better map the right people for the right job;
· Airports need to adopt more self-service options for their employees to have control over their professional development and career-path; and
· Airport HR professionals need to become “Cultural Architects” in helping to build and promote those values that will help the organization evolve during the digital transformation process and in so doing, HR becomes a business enabler to achieve its objectives.
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