Building a Sustainable Workforce

Transcription

1 Building a Sustainable Workforce Talent Farming vs. Talent Hunting Ricky D. Smith, CEO Maryland Aviation Administration Kurt Gering, Director of Talent, Culture, and Capability San Diego International Airport Gale LaRoche, Vice President Human Resources Wayne County Airport Authority

2 What is Talent Farming? Creating fertile soil Sowing seeds that bear future fruit Planning for the Future 2

3 What Can Airports Learn from the NFL? Winning is less about having access to the best talent; it is more about making the most of the talent you have access to 3

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5 Talent, Culture, and Capability Landscape 50% Percentage of San Diego International Airport Staff who are Baby Boomers Percentage of Airport Staff eligible to retire between 2010 and

6 Strategic Workforce Planning Business Strategy Monitor and Report Segment Roles Action Planning Environmental Scan Gap Analysis Futuring No Change Future State Scenario Planning Targeted Future State Current State Review 6

7 TALENT POOLS 7

8 DIVERSITY 8

9 TALENT PIPELINE 9

10 SUCCESS METRICS 10

11 How Do We Farm Internally? CUSTOMER SATISFACTION Provide a world-class passenger experience Build business partnerships with airlines and tenants Grow air service FINANCIAL COMPETITIVENES S & STABILITIY Maintain competitive cost structure Diversify and grow non-airline revenue Actively manage airport debt OPERATIONAL EXCELLENCE Maximize airfield efficiency and capacity Operate safe and secure airports Implement environmentally responsible solutions Simplify passenger movement and facilitation Provide opportunities for development Support movement of air cargo REGIONAL DEVELOPMENT AND GROWTH PEOPLE Live our core values Equip all employees with critical skills Develop employees for future roles Create opportunities for job growth 11

12 Roles in Unified Talent Management for Business Sustainability Navigators (Human Resources) Flight Operations (Department Managers) Captain (Chief Executive Officer) Co-Pilots (Senior Leadership Team) Passengers (Employees) 12

13 Basics for Building Talent Pipeline Training Education Experience Performance Evaluation Succession Planning 13

14 Where Learning Management Fits In Step 1 Build a Solid Foundation 14

15 Building Talent Pipeline Learning (Growth & Development) Live or In-Person Training or On-Line Classes Compliance or Mandatory Training Skills Development Training for Current Job Future Role Development Training Cross Functional Team Participation Leadership Development Tracking Training Creating the Employee Transcript 15

16 Where Performance Management Fits In Step 2 Alight Talent to Strategy 16

17 Building Talent Pipeline Performance Evaluation (Assessing & Managing Talent) Job Competency Assessment Core Values Assessment Development Plans Individual Goal Achievement Tied to Organizational Goals 17

18 Business Sustainability Step 3 Ensure Business Sustainability 18

19 Business Sustainability Succession Planning Career Profile (Resume) Job Profile (Job description) Talent Search (Matching current skills to the job profile) Identify staffing needs Identify skills and competencies of retiring employees to establish successors 19

20 Business Sustainability Where Recruiting & Onboarding Fit In Step 4 Complete the Employee Life Cycle 20

21 Building Talent Pipeline Recruiting & Onboarding Applicant Management Source & Select Screening & Assessment Talent Pipelines 21

22 What will you do to make talent related decisions today as if tomorrow matters?

23 Thank You. CONTACT INFORMATION: Gale LaRoche, Esq. Vice President Human Resources & Administration Kurt Gering Director of Talent, Culture & Capability San Diego County Regional Airport Authority 23