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DFW Airport Fast Facts PowerPoint Presentation
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DFW Airport Fast Facts

DFW Airport Fast Facts

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DFW Airport Fast Facts

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  1. Dallas/Fort Worth International AirportAMAC – Airport Business Diversity ConferenceSession: People Development Tools Can Reap Great Business SuccessJune, 2011

  2. DFW Airport Fast Facts • Opened in 1974; covering 18,000 acres • World Ranking • 3rd in terms of operations • 8th in terms of passengers • Non-stop service • 146 domestic destinations • 46 international destinations • Economic engine for the entire North Texas • DFW Airport Board Employees 1,775 • On Airport employees approximately 60,000 • 17billion total economic impact • 8 billion in payroll annually Source: The Economic Impact of Dallas/Fort Worth International Airport 2005, Texas Department of Transportation

  3. Our HR Vision Ensure Total Rewards remains Competitive and Cost Effective Strengthen our Staffing Capability Develop Sustainable Leadership Capability across the Organization Ensure DFW is a Great Place to Work • Help DFW Airport be #1 by being the best HR function in the industry and one of the best amongst mid-sized companies in the general market Our Key Initiatives Talent Management – A strategic, corporate-wide approach focused on selecting, developing and sustaining a ‘ready’ pipeline of Airport Leaders

  4. Strategic Importance of Focusing on Our People …to ensure we have identified the right talent In order to meet Airport’s Strategic Priorities And .. In order to meet market and talent supply Internal Factors External Factors We must have: • Increased talent competition in the market • Developed Markets • falling birthrates • rising retirements • talent shortages in mid- and director level positions • Emerging markets • Surplus of young, inexperienced talent Vision Mission Business Goal • the right talent, • with the right knowledge, • skills, and abilities • at the right time • in the right positions Key Results • TRiP • Use Agreement • New Airline Growth • Keep Airline Costs Low • Engaged Employees Cost Competitive Customer Satisfaction Operational Excellence Employee Engagement Beliefs You’re Important! Step up! Own It! Reach Out! Innovation Wins!

  5. Strategic Importance of Focusing on Our People …to align business & talent Vision The Business Mission • The Talent Business Goal Key Results How will we assess and differentiate to ensure the engagement and retention of the best talent? Cost Competitive Customer Satisfaction Operational Excellence Employee Engagement What do we need to do to plan for, attract and select the right talent? Strategic Workforce Planning Beliefs You’re Important! Step up! Own It! Reach Out! Innovation Wins! What does our talent pipeline need to be in order to meet our short- and long-term business priorities? Which talent can best fill our business critical roles, build our leadership pipeline, and deliver on our business strategies? Which talent should we strategically invest in developing based on performance & potential?

  6. Leveraging Leaders as Coaches At various stages, employees need a mentor, a coach, or a manager Overall goal: Provide our leaders with the tools and development they need to be able to manage and coach in their various roles

  7. Background – Approach to People Development Tools & ProgramsLeadership Stages • Leaders have dual roles and go through different stages throughout their life cycle as a leader • Manage day-to-day aspects of the business • Demonstrate strategic skills – articulating long-term vision, changing priorities, focusing on customers • Drive employee performance and retention • Primary connection between employee and the organization • Act as a conduit for employee commitment by shaping employee's perceptions of their team, organization and job • Play a powerful role in driving bottom line results by driving performance, retaining employees, and setting and fulfilling the business strategic agenda

  8. Background – Approach to People Development Tools & Programs Leadership Stages -- step in and out of stages depending on their role (newly hired or promoted) • Leading • People Communicate up, down and across the organization Develop others through coaching & feedback Utilize Performance Management process to increase engagement and productivity • Leading the Business Focus on core business fundamentals that drive results Understand what the CEO wants you to know Improve understanding of Airport’s key financial measures of success • Leading • Change Lead change to deliver performance Build relationships and increase influence within your network Exercise good judgment through decision making • Leading Talent • Management Create a climate where people want to do their best Communicate performance standards of excellence Apply strategic Talent Management processes against business needs Think and act strategically Create vision for the future Lead change in time of uncertainty Build organization capability through succession management and strategic hiring • Executive • Leadership

  9. Background – Approach to People Development Tools & Programs Core Curriculum • Identify focused, corporate-wide development to address the roles and various stages of leaders that • Creates Continuity, Consistency, Stronger Bench • Linkage between business strategy and leadership development • Shared responsibility for leadership development • Consistent leadership expectation and performance measurement • Focused spending on high-value, high-return learning programs • Maps to Airport Leader Competency Model

  10. Background – Approach to People Development Tools & ProgramsCore Curriculum & Learning Electives Mapped to Competency Tiers

  11. Top People Development Tools & ProgramsEnhances Leader Competencies: Coach Others & Develop Self & Others Offered by our Talent Management function • Airport Leader Competency Model • Navigate – New Leader Mentoring • Inside Out Coaching Model • Performance Management • Develop Yourself Workshop • Talent Review / Succession Planning

  12. Talent Management – People Development Tools & Programs Airport Leader Competency Model – the “glue” • Communicates what behaviors are valued by our organization • Integrates our Airport Beliefs • Creates the right balance between “what” results are achieved and “how” employees achieved them • Ensures our investment in employees yield the expected results

  13. Airport Leader Competency Model Vision / Mission / Business Goal Enhances Personal Effectiveness • Develops Self & Others / Coaches Others • Embraces / Leads / Champions Change • Communicates Effectively Applies Integrative Thinking • Creates Vision • Demonstrates Business Acumen • Exercises Good Judgment Key Drivers / Results Builds Relationships • Enhances Diversity & Inclusion • Fosters Teamwork & Collaboration • Focuses on Customers • Demonstrates Organization Savvy Show s Commitment • Exhibits Integrity • Focuses on Strategic Priorities • Drives the Key Results You’re Important! Step Up! Own It! Reach Out! Innovation Wins!

  14. Airport Leader Competency Model • Tiered into three categories of leader accountability • Individual Contributor Tier • Professional / Manager Leader Tier • Executive Leader Tier • Competencies & definitions the same for all three tiers • Behaviors are specific based on tier • Model transparent --all employees can see behaviors expected at each level • Potential Derailers identified for each competency 3-Tiers

  15. Airport Leader Competency Model

  16. Talent Management – People Development Tools & Programs Navigate – New Leader Mentoring • A six to nine month on-boarding process • For newly hired or newly promoted mid-managers, assistant vice presidents and vice presidents to: • Accelerate the orientation and transition of leaders by sharing information on the organization, its culture, its vision • Provide a richer new leader experience by helping to increase their effectiveness and helping them avoid pitfalls • Increase competencies in the short-term and retention in the long-term First Partnership Meeting Mentor Assigned Set Plans for Future Meetings New Leader Welcomed Own It! You’re Important! Navigate Build & Maintain Partnership End of Program Feedback & Networking Event 3- to 6-Month Progress Check Establish Peer Network Innovation Wins! Reach Out!

  17. Talent Management – People Development Tools & Programs Coaching Model – “Inside Out” Coaching Principles • Leaders learn a simple, powerful way to coach that helps reduce the interference that distracts their team members from accessing and using the knowledge they already possess. • Using the GROW (goal, reality, options, way forward) Model, leaders learn • How to implement a simple and repeatable coaching process that can be applied across many situations • To coach others to access their true talent/skills and achieve breakthrough performance • How to help others commit to action plans with increased engagement, accountability and productivity • To handle and navigate difficult conversations with more confidence and greater accountability • How to communicate feedback in fast and effective ways

  18. Talent Management – People Development Tools & Programs Performance Management • Managers coach and provide feedback on: • planning & setting goals • mid-year checkpoint feedback • guidance on development efforts • year-end final appraisal / feedback

  19. Performance Management Measuring what is achieved and how it is achieved Overall Performance • The How • The How • The What Utilize specialized skills, competence, and expertise in order to achieve results in your position These are areas of competence unique to your role or function and not widely applicable to all other employees Expected behavioral skills All employees need to perform optimally Goals and outcomes you agree will be accomplished based on strategic priorities Should differ from year to year based on strategic priorities • Leader Competencies • Functional / Technical Competence • Annual Objectives 50% 50% 100%

  20. Performance Management – The WhatFirst Step – Cascade Goals Goal Alignment shapes the way business is done The Basic Process CEO Goals & Division Initiatives – Level 1, 2 Airport Strategic Initiatives / Key Results Top executives identify and announce Strategic Initiatives & Key Results Goal Alignment & Cascade – Level 3 Department Objectives / Goals Department leaders (VP, AVP, Mgr) align department goals to Strategic Initiatives, and communicate to employees Leaders assist individuals in mapping their performance objectives to department & leader goals; ensure employees able to see the connection between their objectives and Airport initiatives Individual Objectives, Level 4 Goal Management At 6-months, goals are checked for validity At year end, employees are assessed on their overall performance

  21. Talent Management – People Development Tools & Programs Individual Development Planning – Develop Yourself Workshop • By putting together the IDP in partnership with their manager the employee identifies very specific development targets – whether they want to grow in their present position or progress to new ones • An IDP can be a useful tool to help plan a career, guide development and assess progress toward career goals. • Learning outcomes include • Applying SMART criteria in writing development action plans • Selecting of a combination of development actions by using the 70-20-10 guidelines • Enhancing Airport Leader Competencies • Coach & Development Others • Developing Self & Others • Great leaders all have one thing in common- they continually leverage their strengths and strive to improve upon their weaknesses.

  22. Development Categories – Using 70-20-10 Guidelines

  23. Talent Management – People Development Tools & Programs Talent Review / Succession Planning – a critical component of our Talent Management Strategy Objectives • Conduct an assessment of talent across the organization • Determine key / business critical position succession risk • Establish metrics and tracking system Approach • Provide a guide that takes leaders through a step-by-step approach to building a powerful talent pipeline • How to make important decisions about assessing a leader’s capability in their current role • Identify future leaders and high potential leaders • Bring focus to what talent requirements are needed key / business critical positions

  24. Talent Review / Succession Planning Moving to one process across all departments of DFW Airport will ensure we make decisions about people with the same rigor, logic and confidence as our decisions about money, customers, and projects. By gaining a deeper visibility into the talent across DFW Airport, we diminish the risk of overlooking some of our best people when filling a critical position. Steps Manager Assessment Leaders provide information about their career history and goals. Sets context for manager discussion. Manager assess leadership capability, bench strength, determines critical positions, identifies HIPOs and development actions Managers calibrate assessments and plan for development actions and moves. Managers track agreed upon actions and measure impact on the health and strength of DFW’s talent pipeline. Purpose Outcomes Accountability Succession / Talent Review Sessions Action / Metrics Calibration and defined actions Leader Profile Accurate and complete data Quality career discussions

  25. 6-Box Performance / Potential MatrixTo Identify Top Performers H New Hire Or Brand New in Stretch Role High Potential Succession Readiness 6-18 months High Potential Succession Readiness Now or Near Term Enigmas Role mismatch, showing promises in terms of competencies, but not meeting results High Potential Succession Readiness 12 – 24 months Performance Improvement Plan Potential / Learning Agility Strong & Steady Performers Blockers Solid, not likely to grow beyond role, position needed for stretch assignment Subject Matter Experts L Needs Improvement Meets Expectations Exceeds or Far Exceeds Expectations Performance

  26. Leader Assessment SummaryAn in-depth look at our current leadership & determine if it is the right talent to deliver on our business strategies A D C B Assessing Potential: The future potential of a leader can be observed and measured. While sustained performance is considered a prerequisite for high potential, alone it is not a good predictor of future potential with the Airport. The purpose of identifying HIPOs is to place more focus and urgency on increasing Airport’s overall bench strength. All HIPOs are required to have an IDP focused on accelerating their career growth. Airport Leader Competency Success Factors: These are capabilities required to drive our business over the next 3 to 5 years. These Success Factors are integrated into the Succession / Talent Review process and used to determine future leader capability. Retention Risk: Leaders are asked to assess the risk of losing the incumbent due to a retirement and/or voluntary/ involuntary resignation. Leaders should also evaluate the risk of the employee moving to a new position within the Airport Performance Trend: Determining leadership capability requires an objective and accurate assessment of past performance in order to differentiate among the leadership population.