Educating, Implementing and Maintaining Aviation Internship Programs

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2 Educating, Implementing and Maintaining Aviation Internship Programs Cultivating Tomorrow s Business Aviation Leaders The aviation industry is behind the power curve in preparing qualified professionals. Let s make the Internship business case! 2

3 Every years leadership development issues have loomed over the Aviation/Aerospace industry Yet, this time it s different

4 Seventy-eight million Americans are reaching or approaching retirement age, and this is the best-educated generation in the United States, both currently and historically (U.S. Department of Labor 2011)

5 Risks, Benefits, Opportunities Benefits significantly outweigh risks Small and large companies Risks usually perceived A robust, flexible internship program can manage all the risks Rewards numerous Vetted future employment candidates Fresh perspective Workforce development for industry Additional manpower 5

6 Agenda Internship Components Value of Internships Where will we find new leaders for Business Aviation? Questions Close 6

7 Panel Daniel Wolfe, Corporate Aviation Management Committee (CAMC), Ohio Regional Business Aviation Association (ORBAA). Eric Black, ORBAA Lisa Swartzwelder, ORBAA Tara Harl, President of AILETRON, OSU Tulsa Aviation Program Coordinator 7

8 The Foundation Envision structure of program and timeframe Align with company culture and use existing company resources Does your company already have an intern program? Review the NBAA website and the NBAA Collegiate Pipeline guide Work with department and company employees to gather projects and expectations Set goals and objectives for your intern program 8

9 Intern at Work

10 Step 1- Plan & Design Know and define your operations Determine goals Align with culture FOM, policies and procedures Access to technology and assets Effective dates and compensation 10

11 Step 2 Connect & Select Define qualities of your ideal candidate Partner with Academia & NBAA Regional Groups Interview panel across job functions Interact with candidates promote industry Provide interview feedback and mentor unselected candidates 11

12 Step 3 Implement & Manage Onboarding/Orientation Present material at Mentorship level Shadow job descriptions Mentor job performance and professional perception Weekly touch base meetings-feedback Mentor!!!!! 12

13 13 So many opportunities

14 Step 4 Evaluate & Refine Final Presentation Intern and the department perspectives Refine materials and keep current Include intern in next selection process 14

15 The Value of Internships Your organization can t afford not to! 70% of learning and development come from real-life and on-the-job experiences w/ tasks and problem solving 20% percent of the time development comes from other people through informal or formal feedback, mentoring, or coaching 10% percent of learning and development comes from formal training» Center for Creative Leadership 15

16 Intern ROI Input Cost in $ Influences /Variables (Quality, Time, Cost) ROI 16

17 Inputs Recruiting Costs Hourly cost of implementation Intern Salary (Benefits) Office equipment 17

18 Influences Savings $2,411 Savings in recruitment and hiring costs $13,513 Savings in salary and benefits costs for special project work conducted by interns $1,659 Savings in new-hire training and on-boarding costs 15 hours Average time savings per week an Intern saves other employees by doing tasks other employees would conduct 3 (avg.) Number of business innovations and efficiencies implemented as a direct result of hiring an Intern 18

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20 Why hire an Intern? It s the right thing to do! - Taking responsibility for creating a skilled workforce Aligns with company culture and values (giving back) Developing a bull pen of vetted candidates Assistance with special project work Testing potential employees before hiring Obtaining affordable workforce support Succession strategy» NOCE 2012 Internship Survey 20

21 Resources NBAA Management Guide NBAA Industry/Collegiate Aviation Pipeline Program Guide Regional Groups Collegiate Aviation Faculty Members/Flight Education Programs Department of Labor website NOCE: Northeast Ohio Council on Higher Education Industry Peers who have Internship Programs 21

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23 Where will we find new leaders for Business Aviation? 23

24 And why should I care? We need to forge and strengthen ties to collegiate aviation programs increase corporate presence on campus where GA story is often not heard. Thus exposing students to the career potential offered by Business Aviation We can then identify potential future employees and industry leaders And, spread the positive message about Business Aviation 24

25 How do I find Collegiate Aviation Programs near my office? 25

26 Is there an SOP for this? Yes The NBAA Industry/Collegiate Aviation Pipeline Program Guide. 26

27 Golden Moments-Industry Reflections The interns remind us of when we were at that age and eyes wide open for airplanes They bring such enthusiasm to the hangar-perks us all up! If we re having a bad day, the site of the students makes us realize why we all got in this industry in the first place Wish I would have had this opportunity in school Makes us proud of our mission 27

28 Summary Benefits outweigh the risks Setting up a strong program takes time and flexibility Rewards are huge for your company, employees and our industry We have resources and substantial experience to help guide you through the process Make a challenge! Questions? 28

29 Internship Mentors Daniel Wolfe: Ph Eric Black: ; Ph Lisa Swartzwelder: Ph Tara Harl: Ph