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Shoes to Fill: Does Your Flight Operation Have a Succession Plan?
More Than Anointing a SuccessorSuccession planning is about investing in your people. "It's important to focus on succession planning because it's always best to promote from within," said Sheryl Barden, president and CEO of Aviation Personnel International, a recruiting firm specializing in business aviation. "It provides continuity of culture, values and institutional knowledge." Promoting from within also demonstrates there's room to grow for everyone in the flight department. "You can always go outside and hire good talent," said Kent Ramquist, flight operations manager and chief pilot at American Family Insurance. "But if your people in-house are ready, then you can hand it over to somebody who knows the culture and the operation." Barden points out that promoting from within and looking outside for talent can work hand-in-hand. "If the company does a national search and still chooses the candidate from inside the flight department, that candidate gets a huge validation," said Barden. Aviation directors who excel at developing their people know that there's a lot involved in succession planning. "There's a difference between a succession plan and anointing a successor," said Barden. "Your organization should have more than one person to choose from to fill a vacancy. If you only develop one person and for whatever reason they choose to leave your organization, then where are you?"
Identify Talent, Aspiration, EngagementA succession plan is often a brief document that a company's human resources (HR) department will ask aviation directors to develop. Almost always the plan is not just about who will replace the director, but who is ready to step into each management role within the department, including the chief pilot, manager of maintenance and scheduling manager posts. "We use a form HR has developed to evaluate our people on three areas of readiness," said Ramquist. "Do they have the talent? Do they have the aspiration? And are they already emotionally engaged? We look at that annually with HR because maybe someone has come into focus since last year who we weren't previously looking at." For flight department professionals to be ready for leadership, they need to be continually developing new skills. "The whole key is not just succession planning but development," said Barden. Bill Shaw, Sprint's director of flight operations, agrees: "We have a requirement that everyone on the team accomplish one professional development activity per quarter," said Shaw. A long-term succession plan for all the management roles in the flight department actually begins before team members are even hired. As Hudon explained: "It's about getting the right people on the bus. For example, if you need to bring on a scheduler and your department is weak on financial skills, look for someone with financial acumen in addition to scheduling and dispatch skills." As Shaw sees it, recruiting, professional development and succession planning are all tied together. "Directors have to take a long view," said Shaw. "When hiring a line pilot, consider the skills he or she will need to step up to be the next chief pilot. The next chief pilot or maintenance manager should have the foundational skills to eventually replace the director."
Create Stretching OpportunitiesThere are many different ways to engage aviation personnel in professional development. Among the most common is enabling employees to attend industry and NBAA events, as well as to participate in the Association's Professional Development Program and On-Demand Education online courses. Many directors also work with their employees to create plans for pursuing continuing education, such as an MBA or university aviation courses, or studying for NBAA's Certified Aviation Manager (CAM) credential. Professional development doesn't have to be expensive; Shaw has found that by sending employees to sponsored leadership-training events, nearly the whole department can participate. "In a period of serious budget constraints, you have to be creative," said Shaw. "Many companies have great internal training programs. For example, we have 'Sprint University,' with courses in HR, finance, supply chain management and computer skills." In fact, the most important things a director can do to develop people cost nothing and are available everyday. Ramquist emphasizes the importance of giving each team member "management stretching opportunities," such as working with company staff outside the flight department on a special project. "One of my pilots was on a cross-functional environmental sustainability team, and it gave him great visibility within the company," said Ramquist, who has also assigned one of his pilots to head the department's International Standard for Business Aircraft Operations Stage 2 audit process for 2012. Directors also recommend delegating budget preparation to a scheduler or chief pilot, which gives them the opportunity to work with the company's finance department, or assigning the maintenance manager to work with the legal team on updating the fleet plan. Creating those opportunities is essential to succession planning, because they're the tasks employees will eventually take on when it's time to step up. "Because I've invested in my team's potential, I know I've got somebody in place who can take over without a hiccup," said Ramquist. "I know I can leave the flight department in good hands."
For More InformationNBAA offers several professional development resources that can help your team prepare for management roles and develop their leadership skills, including On-Demand Education webinars , the NBAA Leadership Conference and the NBAA Certified Aviation Manager program.
API Founder Janice K. Barden was among the first female professionals in business aviationOct. 2011 – In 1971, Federal Express, Amtrak and more than 25 air carriers, including Southwest Airlines, were considered startups. That was also the same year that Janice K. Barden benefited from her 16 years as a professional aviation psychologist to create her own startup— Aviation Personnel International, the first female owned and operated retained search firm designed exclusively to serve the hiring needs of private and business aviation professionals. “Since joining NBAA as member No. 173, I developed a battery of psychological tests and helped at least two generations of aviation professionals propel their careers forward,” Janice K. Barden, Founder and Chairman of Aviation Personnel International (www.APIaviation.com). I'm especially proud of the hundreds of meticulously vetted candidates who’ve made such a positive impact on private and corporate aviation, making it stronger, safer and more professional. It has truly been a privilege to witness the level of talent as well as the hiring process mature these past 40 years.” On the business/corporate side, today’s aviation organizations are becoming more supported by all levels of the organization—from human resources (HR) and finance to security and risk management. The API (www.APIaviation.com) team builds relationships with aviation and HR hiring authorities. “Not only do we see HR professionals coming to API to tap into our broad portfolio of carefully screened candidates, they rely on us for our four decades of aviation expertise,” says Sheryl Barden, President and CEO of API. “As anyone in the industry knows, it’s a whole different ballgame when a company is faced with hiring an aviation professional who spends a significant portion of their ‘day at the office’ within earshot of top officials—not to mention, they may be required to depart at all times of the day, month and year—including holidays.” For aviation organizations in need of staffing assistance, visit here and for aviation professionals who are seeking career opportunities, visit here and apply to become an API Registered Professional.
Sheryl Barden, president of Aviation Personnel International, will be a panelist at the NBAA Safety Town Hall on Tuesday, October 11. The session, set for 9 to 11 a.m. in room N232, will cover ways to develop and train business aviation safety professionals; ways to foster and measure change regarding safety, equipment, data collection and other key areas; and ways to recruit effectively and avoid personnel shortages. San Francisco-based API, which is celebrating 40 years in aviation, claims to be the longest-running recruiting business focused exclusively on corporate and private flight departments.
Vice President Client and Talent Relations at Aviation Personnel International
NBAA Webinar Will Offer Expert Guidance on Managing a Cross-Generation Workplace“In today’s world, careers are lengthening, and what we have is unprecedented: four different generations in the workplace at the same time,” said Janet Bressler, president of AOPA Insurance Agency and a member of NBAA’s Corporate Aviation Management Committee (CAMC). Businesses today are comprised of Traditionalists, Baby Boomers, Generation Xers and Millennials, spanning over six decades. Bressler and other members of NBAA’s CAMC said this presents unique challenges to companies that operate business airplanes, but can provide important benefits to an organization if each generation’s potential can be harnessed. “Each generation brings different values, different approaches, different expectations to the flight department,” said Sheryl Barden, president and CEO of Aviation Personnel International and also a member of the CAMC. “In order to run safe and effective operations, we are called upon to have a very structured culture in the flight department. In many ways that’s a Baby Boomer culture, so securing the buy-in of younger professionals can be a challenge.” If team members are not engaged in the culture of a flight department, which includes the International Standard for Business Aircraft Operations (IS-BAO) and crew resource management (CRM), it can create a very real safety hazard, said the CAMC members. “Especially on the maintenance floor, or in the tight quarters of a cockpit, being able to communicate clearly and follow proper procedures requires professionals of different generations to have a basic understanding of where each other is coming from,” said Bressler. That understanding begins with an appreciation of the factors that define each generation, according to NBAA’s Jo Damato, director, operations & educational development, including work/life balance, work hour flexibility, use of technology, preferred attire and even language, as it is written, spoken and texted. “Xers and Millennials tend to be more concerned with quality of life and they tend to need more recognition to keep them engaged, which can be off-putting to managers of earlier generations,” said Barden, “But they bring incredible skills and innovation to the teams they join.” Bressler and Barden have worked with Damato to offer an NBAA Webinar on November 16 featuring generational educator Lynne Lancaster, co-founder of BridgeWorks, presenting an overview of the four generations and how they differ. Lancaster will help participants manage more effectively by learning how to connect with team members of each generation. “Generational issues touch every NBAA Member,” said Bressler. “We are facing a looming pilot shortage and maintenance professional shortage across business aviation. We need to look to the next generation to keep this industry alive.”