FBO: Human Resources

Human Resource Management

Process of efficiently utilizing your personnel in an effort to accomplish FBO goals and objectives.

Misconception of Human Resource Management

• In small business, it is only necessary to staff once.

• Personnel leave for variety of reasons:

  • Not adequate performers

  • Insufficient interest in job

  • Bigger ambitions

• The truth when it comes to HR management is turnover is going to be consistent

Effective Personnel Management
Program

• Recognizes the role employees make success of FBO

• Understands the benefit of turnover

• Identifies the areas the manager has control over

Control Points of Human Resources

• Identify needed positions

• Recruitment

• Selection Process

• Orientation and Training

• Evaluation of employees

• Compensation

• Promotion

• Discipline

• Separation

Identify Human Resource Needs

• Characteristics of personnel you will need

• Characteristics include:

  • Type of personnel (positions)

  • Position description

  • Skill level

  • Number

  • Duration of each position

Examples of Common Positions

• Mid-Manager

• Accountant

• Office Mgr/Admin

• Front Desk Manager

• Custodial Worker

• Line Service Personnel

• Flight Instructor

• Aircraft Pilots

• Aircraft Mechanic

• Electronic Technician

• Engine Mechanic

• Sales Personnel

Recruiting Qualified Candidates

• Where will you find potential employees

• Will vary based on type position to be filled

• Two types of positions:

  • General Business

  • Aviation Specialty

Options for Recruitment:Industry Contacts

Use of those you know in the industry to fill positions.

Options for Recruitment: Recruiters (head-hunters)

Businesses that seek out qualified candidates on behalf of FBO for fee

Options for Recruitment:Employment Agencies

Businesses where the candidate pays all or part of fee.

Options for Recruitment: Colleges or Trade Schools

Contacting local educational institutions with aviation curricula.

Options for Recruitment: Advertising

Posting ads in newspaper as a way ofposting ads in newspaper as a way of finding qualified candidates

Employee Selection

• Preliminary Screening - Brief initial interview

• The Application - necessary for gathering information

• Interview - Use of panel for gathering
  information

• Background/References - Verify information

• Physical Examination - For positions that require certain physical qualifications

Preliminary Screening of Applicant

• Brief interview lasting about 10 min

• Opportunity to get a feel for qualifications

• Tell about open positions

Application

• Way of gathering information

• Include former employer information

• Serves as background for personnel file

The Interview

• Duration much longer than preliminary interview

• Use panel interview structure

• Structured interview should include:

  • Checklist of questions

  • Situational questions

  • Writing notes of answers

  • Giving the applicant full attention

• Do not ask questions that might be interpreted as discrimination

Background/Reference

• Used to verify or gather information

• Two common background/reference types:

  • Business

  • Personal

• Business references are more valuable than personal

• Phone references are more reliable than written

• Social networks can also be checked for background information

Physical Examination

• Last part of hiring process

• Necessary for positions that require certain physical fitness

• Examples:

  • Vision

  • Strength

  • Allergies

The Job Offer

• At the time of offer, go over…

  • Hours expected to work

  • Compensation

  • Benefits

  • General working rules

• A deadline should always be set for accepting offer

• Send regret letters to those applicants that did not receive an offer

Orientation

• Purpose of orientation is to make new
  employees feel like they belong

• Orientation should include:

  • Introduction to fellow employees

  • Review of company history and policies

  • Review of company values and goals

  • Look at organizational chart

  • Tour of all facilities

  • Review work assignments

Training

• Even with aviation knowledge, new
  employees will need training

• Four basic methods of training:

  • On-the-job

  • Classroom instruction

  • Apprenticeship

  • Special courses

Performance Evaluation

• An opportunity for employers to measure performance against set standards

• Objectives of performance evaluation
  appraisal:

  • Achieve better communication

  • Help employees better understand what is expected

• Frequency of evaluation:

  • Six month in beginning

  • Annually

Performance Appraisal Areas

• Quality of Productivity

• Job Competency

• Cooperation with Others

• Customer Service Skills

• Initiative

• Attitude

• Dependability

Evaluation Rating Scale

• Unsatisfactory – employee does not meet standard.

• Acceptable – Usually meets objectives but less than expected

• Competent – Consistently meets objectives. Has the ability to meet expectations

• Outstanding – Superior performance and consistently exceeds objectives

Compensating Employees

• To determine compensation package for employee

  • Rank positions according to value to company

  • Compare the salaries for each position elsewhere

  • Find an average pay for each position and develop a pay scale for each position.

• Remember that benefits are also part of a compensation package for employees.

  • Health benefits

  • Life insurance

  • Pension plans

Promoting Employees

• Best rule of thumb is to hire from within

• Always post openings to existing employees before going outside the company

• Hiring from within…

  • promotes greater loyalty to your company

  • Shows you will use employees as they develop

  • Shows an upward career path

Disciplinary Problems

• Recognize that disagreements between employees is going to happen

• A manager should be open-minded about disagreements

• Always discuss behavior issues in private as soon as possible

Guidelines for Punishment

• Establish reasonable rules and standards

• Communicate rules to employees

• Investigate each case separately

• Ensure consistency

• Establish right of appeal

• Document all disciplinary matters in writing

Separation

• Perform an exit interview with all employees regardless of reason for leaving

• Exit interviews provide:

  • employee a chance to speak freely about issueses

  • a chance to get information that might benefit other employees

Employment Law

• Employment Discrimination

• Workplace Safety

• Worker’s Compensation

Employment Discrimination

• Laws that seek to prevent discrimination based
  on race, sex, religion, national origin, physical disability, and age be employers

• Discriminatory practices include bias in:

  • Hiring

  • Promotion

  • Job assignment

  • Termination

  • Compensation

Workplace Safety

• Laws that establish regulations designed to eliminate personal injuries and illnesses from occurring in the workplace

• The main statute protecting the health and safety and workers in the workplace is the Occupational and Safety Health Act (OSHA)

Worker’s Compensation

• Laws designed to ensure that employees who are injured or disabled on the job are provided with fixed monetary awards.

• Laws that also provide benefits for dependents of those workers who are killed because of work related accidents or illnesses

FBO Personnel Section of Business Plan

• Identify all positions needed for FBO

• Write a position description for each

• Develop an organizational chart

• Identify methods for recruiting qualified
  candidates

• Determine salaries/wages for positions