TIACA ACF 2014

Workshop 6: Knowledge is King (Brain Drain)
October 9, 2014 8:30am-10:00am

Lack of investment into training and career development is cripplingthe industry, stopping companies from taking advantageof younger workers’ intuitive knowledge of IT and social mediaand the industry veterans’ hard-won wisdom. How do we stopthe brain drain of talent leaching away those people we need justwhen it is most important?

Subject Matter Experts:
•Moderator: Charles Edwards, Executive Director, North Carolina for Global Logistics
(NCCGL)

•Celine Hourcade, Manager, Cargo Industry Affairs, IATA Cargo

•James. R. Edgar, Regional Marketing Director, Boeing Commercial Airplanes

•Lilian Tan, Executive Director- Learning & Development, Strategic Aviation Solutions
(International) Ltd

•Myung-soo Chung, professor/Managing Director, Inha University/Korea Logistics
Institute

•Warren Jones, President, CNS

OVERVIEW

Workshop 6moderator Charles Edwards noted thatone of the critical issues for the air cargo industry is how to attract, train and retain talent, particularly young people. In addressing this issue, the industry should learn from what its customers (shippers) are doing, implement best practices, and improve the marketing and appeal of air cargo as an employment choice.

SUBJECT MATTER EXPERT AND GROUP DISCUSSION

The Subject Matter Experts and workshop participants engaged in wide ranging discussions about how best to attract, develop and retain talent in the air cargo industry.

Shipper Practices

Workshop participants discussed some of the programs instituted by shippers to cultivate talent. Most larger companies have formal programs, supported by top-level management, for identifying managerial talent and nurturing it internally, via mentoring, training and rotational assignments. These formal programs are successful at growing and retaining talent.

The air cargo industry needs to look outside itself, at successful talent development programs. For example, companies outside the transportation sector utilize “value mapping and value streaming” to identify the value of training and retaining leadership talent. For too long, air cargo executives have clung to an attitude that the specialized nature of air cargo operations limits the applicability of lessons and best practices from other sectors. This needs to change.

Today, young people are not looking for a “career,” especially in terms of being with the same company for most of their work life. Rather, they are looking for an experience, and the opportunity to learn and use certain skills. In evaluating job offers, they analyze what the company will do for them, in terms of offering these opportunities. The air cargo industry needs to adapt to this reality. The significant debt loads that many college graduates now carry upon graduation also factors into their evaluation of potential jobs.

Innovative Air Cargo Programs

  • One recent innovation in the air cargo industry is the Future Air Cargo Executive Summit (FACES), initiated by IATA and supported by TIACA with programming at its ACF. FACES aims to attract, develop and retain young talent to the industry by, among other things: spreading awareness of the industry at the university level, developing internships and mentoring programs, and offering opportunities for young talent to network and exchange ideas.
  • TIACA is pioneering another innovative approach. TIACA conducted a two-year study of industry programs, and determined that, while there are many logistics and training programs, there is a dearth of developmental efforts for “budding leaders” in the industry. TIACA designed a development program to fill that gap. After a successful trial run in June 2014 in Amsterdam, TIACA finalized the initiative, and formally announced its Professional Development Workshop Program at ACF 2014. The program is designed to develop management skills for air cargo professionals through a series of professional development workshops conducted over three years, with a certificate conferred upon completion.

Best Practices/Improving the Appeal of the Air Cargo Industry

Based on the foregoing discussion, participants identified several best practices for the air cargo industry:

  • To succeed, talent development programs need at least one (preferably more) strong champion in senior level management. They also need to establish a process of continuous recruitment and development of talent. Companies should recognize that leaders need to be developed, and dedicate the necessary resources to doing so.
  • Air cargo companies need to “put their skin into it” to attract young people. They need to offer attractive jobs - jobs with real responsibilities, on the job training, and the possibility of advancement.
  • Internship and scholarship programs, in conjunction with local colleges, are a good recruiting tool. To be successful, they need to provide meaningful work opportunities.
  • Companies should ensure that their young talent has the opportunity to attend important industry conferences and events.
  • Rather than recruiting only from logistics or related programs, air cargo companies should seek to recruit the most talented people (regardless of academic background), and to provide training to bring them up to speed on air cargo.
  • Companies should utilize social media for communicating with young talent (for example, through videos).

CONCLUSIONS

The air cargo industry must improve its ability to attract, train and retain talented people. To do so, the industry must look outside itself, and should co-opt strategies that have proven successful elsewhere. In particular, the industry should emulate programs, such as those maintained by many shippers, for identifying, nurturing and promoting managerial talent. Such programs must be underwritten by a strong commitment from senior management.

To attract young people, the air cargo industry also needs to adapt its practices. In particular, it should explore internships and scholarship programs that provide meaningful work opportunities, in order to persuade participants that they should return for full-time employment. The industry also needs to better utilize social media and other tools that serve as primary communications for younger people.