The Development of Human Resources Management in Aviation Business

What

Today’s new challenge is to have a motivated work force that wants to stay abreast of developments. This means you have to look at the competition and alternatives ensuring that your staffs are tempted to move on; influencing factors include items such as salary, job satisfaction and recognition. People who are satisfied in their work will not only stay, they will also be more productive: keywords are commitment, engagement and interest. As managers it is important to pay attention to factors that influence these qualities such as leadership, teamwork, correct delegation and the work environment.

When

The business climate is changing fast; things are becoming more complex and new business models are needed. Now more than ever, businesses are customer driven; if your clients don’t trust you they will go somewhere else; we are working in a global market. Human Resources decisions must be made on the basis of how they will affect future working conditions and criteria. The changes we implement now needs time to take full effect. The human race does not accept change quickly; our behavioural patterns are frequently sluggish.

Broadly speaking we have three alternatives: do nothing, be reactive, be proactive. Studies have shown that the most cost-effective alternative is to be proactive. If you take a planned, proactive approach, the initial investment will probably be higher but the long-term pay back will be much greater.

How

If we are to succeed we must accept that the changes we are faced with are enormous and that this is paradigm shift. We must see the work force as group of individuals; every single member of the team has his or her own needs and expectations, and these must be matched with the needs of the organisation and the work that has to be done.

It is a generally accepted rule in the management theory that a change has a better chance of success if it is built around many small steps and not a small number of big ones.

The following statements can serve as a general recommendation:

• The highest level of management takes ownership of the change process from the word go and fully supports the process until the goals are achieved.
• Change is a long-term process; don’t waver even if the changes are not immediately apparent.
• Involve the entire organisation in the development of new work procedures etc.
• The management of change must be correctly structured; make plans, follow-up progress and make any necessary adjustments.
• Change is a learning process.

A typical change process can be sequenced as follows:

1. Development of a HRM (Human Resource Management) Strategy; the organisation’s steering document. A work group comprising trusted members representing all levels in the organisation should develop the document.
2. Development of guidelines for the disciplines encompassed by the HRM Strategy.
3. Training at all levels; managers become coaches, staff members become company representatives.

Why

- ATM (Air Traffic Management) operations require a human input.
- A safe and efficient service means that a holistic approach must be taken when appraising and developing the available resources.
- Staff can no longer be considered as a permanent or infinite resource. Competition, the work environment and a dynamic market require that a unique set of steps is taken to meet every demand.
- The successful implementation of a HRM philosophy requires a concrete plan of action and activity realisation.

ICAO Requirements

ICAO recommends that all ATM staff have basic knowledge of the Human Factor in all aspects of operations. New licensing requirements also set new standards for English language knowledge, both professional and general.

The new concept of HR = HRM

Harvard University describes employees as a resource but fundamentally different from all other resources – they cannot be managed in the same way. The emphasis is on seeing people as a human resource. Employees are significant stakeholders in an organization. They have their own needs and concerns as do other stakeholders such as shareholders and customers.

Today, HRM is all about guaranteeing that the company’s staff has the right knowledge, will power and motivation to maintain the competitive edge.

Basics

The basic elements for creating an organisation are:
- Technique
- Methods
- Human Resources.

In other words, ATM service providers require equipment, working methods and staff capable of delivering a safe and efficient service. Traditionally, a great deal of energy has been devoted to the development of the first two elements, technique and method, and, all too frequently, the Human Resources element has been relegated to third place.

The basic mission for an ATM service provider is to produce and deliver services that are recognised as safe and efficient.

The safety aspect, linked to Human Resources, is described in many accident and incident investigations. The weak link has frequently been human error related.

In recent years factors such as deregulation, increased competition, terrorism and economic stagnation have all had an influence on air travel. In trying to reduce costs airlines have put pressure on ATM services to minimise the air traffic service costs.

Increased demands on safety and efficiency bring the human aspect to the forefront as never before. Human Resources Management must be given the attention it deserves if the goals of the industry are to be achieved.

Further information about Swedavia is available at www.swedavia.com