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From page 19...
... 19   Survey Results Introduction Each section of this chapter presents results from the two surveys administered during this project. First, responses from 151 airport managers or HR managers are presented.
From page 20...
... 20 Impacts of COVID-19 on Airport Work Models and Strategies your airport allow (or require) any airport employees to work remotely for any period of time?
From page 21...
... Survey Results 21   Those airports that did not allow for any employees to work remotely during the pandemic explained their rationale. Themes included: • Very few employees • Work could not be performed from home • All employees are considered essential • Employees chose to work on-site Some airports instituted split shifts to rotate employees and minimize the number of staff in the office at any one time.
From page 22...
... 22 Impacts of COVID-19 on Airport Work Models and Strategies employees who could perform tasks away from the airport were likely to be eligible for remote work. The following selected responses from airport managers give a sense of how they chose which groups of employees would be eligible for remote work: • "It was simple.
From page 23...
... Survey Results 23   For those participating airports allowing remote work, participants were queried about the technology tools that enabled remote work. Although there was wide variation in specific tools and platforms in use, common themes emerged (see Figure 7)
From page 24...
... 24 Impacts of COVID-19 on Airport Work Models and Strategies To gauge the structures put in place to manage remote work, participating airports were asked, "What are some methods your airport used to manage employees working remotely? " The goal was to understand how remote employee oversight was accomplished to ensure productivity in the remote environment.
From page 25...
... Survey Results 25   Operations positions. When I've contacted universities, I've been told that new graduates want jobs where they can work from home." To further explore the role COVID-19 has had on the airport HR function, participating airport/HR managers were asked, "How has your overall HR function changed since, and as a result of, the COVID-19 pandemic?
From page 26...
... 26 Impacts of COVID-19 on Airport Work Models and Strategies there was no difference. Among those few airport/HR managers indicating there was a difference, employees aged 26 to 40 years old seem to have greater success in the remote work environment.
From page 27...
... Survey Results 27   19.23 80.77 Yes No 0.00 10.00 20.00 30.00 40.00 50.00 60.00 70.00 80.00 90.00 100.00 Pe rc en t Figure 10. Does your airport have a long-term plan for remote work?
From page 28...
... 28 Impacts of COVID-19 on Airport Work Models and Strategies Another participant mentioned how they had to juggle in-person training for on-site employees and virtual training for remote employees. As this participant shared, "Virtually.
From page 29...
... Survey Results 29   represented: medium hub (14.47%, n = 11) , small hub (19.74%, n = 15)
From page 30...
... 30 Impacts of COVID-19 on Airport Work Models and Strategies For those participating airport employees who were trained via distance learning, the survey asked, "If so, what is your perception of the quality of distance learning training versus in-person training? " Although responses were varied, several common themes emerged.
From page 31...
... Survey Results 31   (One of the participants who did not work remotely did not respond to the follow-up question about whether they would have liked to have worked remotely.) Among those employees who did work remotely at some point during the pandemic, 46.30% (n = 25)
From page 32...
... 32 Impacts of COVID-19 on Airport Work Models and Strategies while working remotely? " Using a five-star rating system, the average response was 2.2 stars.
From page 33...
... Survey Results 33   were asked, "Do you feel that training is more difficult while working remotely? " (see Figure 17)
From page 34...
... 34 Impacts of COVID-19 on Airport Work Models and Strategies To determine if airport employees think their career progression might be negatively affected by remote work, participants were asked, "Do you feel your career might suffer while working remotely? " In general, participants do not believe their careers will suffer while working remotely (47.17%, n = 25)
From page 35...
... Survey Results 35   while working remotely. A few participants (18.87%, n = 10)
From page 36...
... 36 Impacts of COVID-19 on Airport Work Models and Strategies To gauge whether airports were intentional about maintaining workplace culture with remote workers during the pandemic, participants were asked, "Do you feel your airport has engaged in team and culture-building exercises while workers are remote? " Unfortunately, 47.17% (n = 25)
From page 37...
... Survey Results 37   84.91 13.21 1.89 Yes No Not sure 0.00 10.00 20.00 30.00 40.00 50.00 60.00 70.00 80.00 90.00 100.00 Pe rc en t 37.74 45.28 16.98 Yes No Not sure 0.00 10.00 20.00 30.00 40.00 50.00 60.00 70.00 80.00 90.00 100.00 Pe rc en t Figure 23. Do you feel you are socializing less with co-workers while working remotely?
From page 38...
... 38 Impacts of COVID-19 on Airport Work Models and Strategies • "Provided more and consistent communication about health and wellness opportunities. Though I did not experience this need, many did, and I feel were unaware of others feeling the same or of services offered." • "Accepted the feedback received from surveys and had an informal dialogue to find a common ground to encourage and upbuild the morale first and then promote new and innovative opportunities for the organization in the future." Participants were provided an opportunity to share any additional thoughts.

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