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Pages 139-147

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From page 139...
... ACRP 06-04: Identifying and Evaluating Airport Workforce Requirements November 2016 136 Appendix B: Case Study Summaries This appendix provides an overview of case study interviews that were conducted with executives and directors of three airports.
From page 140...
... ACRP 06-04: Identifying and Evaluating Airport Workforce Requirements November 2016 137  Airport Operations o Limited skillset; must attract someone from another airport or train someone new o Most airports attract someone with skills, but we're training employees instead o Technical skills and knowledge of regulations, airport layouts, and airport policies and procedures are important to have but difficult to find o Pool of candidates for these positions currently work for ground handlers or airlines that have airfield jobs at the airport, or we attract talent from other airports o Hire temporary employees and have them complete a 6-month boot camp before they can apply for permanent positions  Airport Development o For capital project, project team is typically integration of engineering firm, architecture firm, and builders, but must have someone with airport experience to lead and guide the team o Difficult to get project manager from City of Austin Public Works Department who has airport experience; typically top project managers are put on the most political projects o Important to have someone leading capital projects who has been through the process and is thinking long-term o We advertise and compete with other airports to hire these employees o Must attract someone from another airport or dedicate 2-3 year development plan o Important to have employees of varying experience, so entry-level employees will move up; they must be able to see career path and potential for success  Project Planning o Have to have someone who knows works with properties and is familiar with airport planning and design o Must be able to read and analyze proposals to determine impacts on adjacent properties and tenants o Must be able to read and apply federal regulations o Applicant pool is limited, typically comes from engineering firm o Have to find staff who have necessary skillsets or have to attract employee from another airport or firm  Information Technology o Retention is an issue o We will train employees, but then they find other opportunities in private sector in Austin o Would be helpful if we were able to attract employee from another airport who is familiar with asset management system; instead, we hired database manager and sent them to technical training o Must hire for attitude but train for skillset o Very hard for government entity to compete with private sector for IT jobs, especially in Austin or Silicon Valley o We have too much work and not enough people, but IT manager is having trouble finding people with enough experience o Difficult to find employees with knowledge of common use or shared use technology; we hire staff and send them to technical training to learn about the system o If we have to train someone, learning curve might take longer, but sometimes we want to implement technology today o Find qualified individuals from other IT environments, such as manufacturing
From page 141...
... ACRP 06-04: Identifying and Evaluating Airport Workforce Requirements November 2016 138  Airport Security o Using temporary employees strategy; we hire and train them before putting them into permanent positions o Qualified individuals come from law enforcement, military, or security jobs with other industries and companies in Austin o We train them on airport-specific processes, regulations, and programs  Financial Analysis and Planning o Depends on Planners and Engineering staff to break down each project that fits their financial cost centers o Hard to make edits or comment on objective, justification, or impact of project when filling out grant applications o Relationships with banks and market is critical o Accuracy is important; investors are trusting that information and forecasting is correct o Time management skills are important; previously terminated two employees who had trouble meeting deadlines 5. Can you identify and describe any emerging roles or functions that are needed or will be needed due to these or other trends in the aviation industry?
From page 142...
... ACRP 06-04: Identifying and Evaluating Airport Workforce Requirements November 2016 139 o Requires SCADA analysis, which is a program logic controller o Rare skillset but is as important as any other position in airport o Must be able to bring new technology on mechanical system and have it work through programming and software o Currently have three employees who can do this (senior level, mid-level, and entry-level) Financial Pressure/Increased Commercialization 7.
From page 143...
... ACRP 06-04: Identifying and Evaluating Airport Workforce Requirements November 2016 140  Review current skills and conduct gap analysis  Determine how to build capabilities of current staff and how many people need to be hired  Currently on track to have plan in place for 50% of our departments  Lot of internal development  Leading at All Levels (leadership training) – 100 employees applied, need supervisor's endorsement, build skills to meet a business-related goal  Undergraduate internship program  Redesigned recruitment page to attract younger employees  Graduates aren't hired right away, but program builds a pipeline of talent for the airport  Last I looked, at beginning of a cohort a small amount of interns know about careers at airport.
From page 144...
... ACRP 06-04: Identifying and Evaluating Airport Workforce Requirements November 2016 141 o Pension reformat is challenge unique to CA – requires employees to pay half the cost of their pension plan, makes us uncompetitive in the market o Benefits package isn't designed around flexibility that market needs for us to attract diverse pool of candidates o Want to find employees committed to sustainability and with LEAD certification o Airport experience difficult to find  Airport Operations o Revamped recruitment process few years ago o Difficult to attract people from other cities due to cost of living (e.g., candidate from Chicago turned down offer because of cost and compensation of relocating to San Diego) o Airport experience difficult to find o Most employees have narrow view of career; view themselves as functional professionals rather than airport professionals, which limits their value to organization  Airport Development o Engineering is challenge o Lack of diversity in candidates, in terms of race and gender  Information Technology o Cybersecurity – couldn't afford to hire externally, so we're training someone internally o Priced out of the market for external candidates o Demand is high but supply has not kept up o Airport experience difficult to find  Electrician o Pool is narrowed by airport experience o Lead Electrician gave us advance notice of retirement so we were going to bring someone in to work with him, but pension system announced change that would be effective in 2 weeks so he left in 2 weeks  Airport Security o TSA mandates cause stress among these employees o Airport experience difficult to find  Financial Analysis and Planning o At analyst level, market is not producing quality candidates o Academia has not kept up with business needs; disconnect between supply o First we market nationally, then specifically for airport skillsets, then locally for other skillsets o Disconnect between organizations developing supply and what demand is  Others o Risk management – moving toward holistic look at risk, enterprise-wide, currently undetermined what the availability of talent for this is 6.
From page 145...
... ACRP 06-04: Identifying and Evaluating Airport Workforce Requirements November 2016 142  Increased focus on sustainability, need to make decisions today that make organization enduring New Technologies 7. Could you describe 1 or 2 specific technologies that are greatly impacting your airport?
From page 146...
... ACRP 06-04: Identifying and Evaluating Airport Workforce Requirements November 2016 143 III. Greenville-Spartanburg International Airport Participant(s)
From page 147...
... ACRP 06-04: Identifying and Evaluating Airport Workforce Requirements November 2016 144 o Important to have knowledge of shared tenant system environment, especially at director or management level o Lower jobs don't necessarily need airport experience  Airport Security o Have had some turnover in lower age category o Young officers may be bored at airport; not like municipal or city police work o We pay competitively, but our officers don't get the city environment or take home car 5. Can you identify and describe any emerging roles or functions that are needed or will be needed due to these or other trends in the aviation industry?

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