How should airports attract and retain staff to build a strong pipeline of talent?

From L-R: Vernon Taylor, Director of People Operations at JFKIA; Fred Lam, Chairman of Airport Authority Hong Kong (AAHK); Luis Soto, Chief Human Resources Officer and Chief Technology Officer of El Dorado International Airport (BOG); and Sarah Marquez, Senior Vice President of Operations at Denver International Airport (DEN). Credit: IAR

At the International Airport Summit 2024 airport leaders Fred Lam, Chairman of Airport Authority Hong Kong (AAHK); Luis Soto, Chief Human Resources Officer and Chief Technology Officer of El Dorado International Airport (BOG); Vernon Taylor, Director of People Operations at JFKIAT; and Sarah Marquez, Senior Vice President of Operations at Denver International Airport (DEN) came together to discuss how they are building the pipeline of talent for their airport through compensation, benefits, work-life balance and growth. They also discussed the technology being used to fill the skills shortage, along with upskilling staff and community engagement.

Airports face a unique set of challenges when it comes to attracting and retaining talent in today’s competitive job market. Not only do they compete with other airports, but also with private industries that often offer more appealing and flexible opportunities.

A key point made was that attracting and retaining staff requires a holistic approach that goes beyond simply offering a high salary. Airports need to consider the overall employee experience, encompassing compensation, benefits, work-life balance and opportunities for growth. While a high salary is important, it is not the only factor that motivates employees. Airports must conduct regular compensation studies to ensure they are paying staff fairly, especially in expensive cities, and offer above-average compensation. Overpaying employees, however, is not necessarily a long-term solution. Considering overall compensation is crucial, along with financial aspects, education, benefits and mentorship opportunities. A comprehensive benefits package is also essential, with some choosing to include medical, dental and vision insurance. Some airports offer tuition reimbursement for employees seeking further education, a benefit that can be valuable for retaining staff.

Work-life balance

Work-life balance is another key factor, and offering flexible scheduling options and remote work opportunities can improve this. Some airports are also providing mental health resources to support employees, recognising the importance of emotional wellbeing. Regular employee engagement surveys are said to be crucial to understand what employees need, with adjustments made based on their feedback. This demonstrates that the airport values its employees’ opinions and is willing to adapt to their needs.

Airports must also build a strong employer brand that makes people feel they are doing important work. This can include creating a positive work environment and a sense of community. Some airports, such as Hong Kong Airport (HKG), have built community centres with canteens and other facilities to ensure staff feel valued and cared for. To tap into different labour pools, airports must address the needs of diverse workforces, such as young mothers said Fred Lam: “We built two subsidised on-site nurseries for young mothers. The mothers could not choose to come to work because they had to look after their babies. Now, they can bring their babies to work at the airport. It has been hugely successful and popular. This is the only facility that I get a lot of thank you letters for, from the female workers at the airport.”

Airports can also create apprenticeship programmes for high school leavers and actively recruit ethnic minorities.

Credit: IAR.

Technology

Airports are increasingly implementing technology to automate tasks and improve efficiency, in fact, it was described as “the only way to go if you are expanding and have more passengers.”

Airports are implementing various technologies such as autonomous vehicles, facial recognition and self-service baggage drop-off. Artificial Intelligence (AI) can also be used to make jobs easier and free up employees to learn new skills.

Some airports such as El Dorado, use AI-powered chatbots to assist passengers and employees. Luis Soto said: “At the beginning, Dorabot was aimed at the passengers, but after we saw that there was a big opportunity to help our employees. We have a special version of Dorabot called Dora the Helper which is connected to our current systems. For example, we have roof sensors that measure and predict the waiting time for the different processes at the airport. Dorabot can automatically message the duty manager five minutes before the system predicts a long queue to send resources and staff. In the parking lot, when it reaches full capacity it also messages the parking supervisor to make him/her aware to redirect the flows. Technology is reshaping roles in our organisation and transforming the way we are performing at the airport. AI helps us to have a better work-life balance and aligns with our culture where mental health is very important.”

It is important to be transparent with all parties, including unions and business partners, about any technological changes or long-term plans. This ensures everyone knows their role and what part they need to play in the airport’s success.

Rather than viewing technology as a replacement for human workers, it should be seen as a tool to augment their jobs, making them easier and allowing employees to learn new skills. The introduction of new technologies creates new roles that require different skills, and airports need to upskill their employees to manage these new technologies and move into higher level positions.

Vernon Taylor and Fred Lam at he International Airport Summit 2024. Credit: IAR.

According to Vernon Taylor of JFKIAT, when introducing new technologies, you must sell it in the right way to your employees: “I like to say ‘HI (human intelligence) + AI = ROI.” It’s not that AI is here to replace you or take your job. It’s here to make your job easier, free up your time so you can learn new skills. I think it’s how you sell it and how people buy into it that is crucial.”

Education and upskilling

Airports, furthermore, need to invest in the future by creating a pipeline of talent through education and development programmes. Airports can reach out to local schools, starting with middle schools, to educate students on the different job opportunities available in the aviation industry. Many people are unaware of the wide variety of roles available at an airport, including finance, IT, safety and operations. Airports can also then partner with high schools and colleges to provide training and internships, and can offer tuition reimbursement for employees seeking further education. At Hong Kong Airport, Fred Lam said, “We have developed a joint programme with universities in Hong Kong so that if airport staff want to have a degree, they can have a part-time programme while still working at the airport.”

When hiring, it is important to consider skills based on a resume, instead of focusing solely on qualifications or degrees, as this opens a broader range of potential candidates according to the panel. It is also essential to offer continuous learning opportunities to allow employees to fulfil their career goals. Airports should also encourage professional development through training programmes and mentorship opportunities. Mentorship is important, as mentors may see something in their mentees that they do not see in themselves. Providing clear career pathways and succession planning is important to ensure employees feel like they can grow within the company, so that they do not seek growth or the next step elsewhere. As Vernon Taylor said: “You don’t want to say to an employee, ‘Well, I know you want to be a VP or SVP or Director, but you’ve got to wait for this person to die or retire’. You should at least give these employees tools in their toolbox so if a position opens up somewhere else, they can go.” This lets them know that their employer is investing in their growth.

Evolving wants and needs

The panel recognised that the needs and expectations of the workforce are constantly changing. Younger generations of workers may be more focused on enhancing their skills and finding purpose in their work than chasing a higher salary. Flexibility and a focus on personal vision and passion are agreed to be important to younger generations. Airports should be transparent and communicate with employees about the company’s vision and how each individual contributes to that vision, in order to promote loyalty and buy-in. This ensures that everyone is invested and understands the importance of their roles.

In conclusion, attracting and retaining talent in the airport industry requires a multi-faceted approach that considers the overall employee experience, invests in technology and upskilling, and builds a strong pipeline of future talent. By implementing these strategies, airports can create a positive work environment that attracts and retains top talent, ensuring a strong and skilled workforce for years to come.