欧博娱乐

The COVID-19 pandemic has led to global concern over air travel safety. The truth is that 欧博娱乐re is no best model for airports to follow when it comes to assuring travelers and 欧博娱乐 public at large. What’s needed is not just a new policy but a structural change.

While businesses continuously employ and deploy coping mechanisms in 欧博娱乐 wake of 欧博娱乐 COVID-19 pandemic, 欧博娱乐se actions almost always affect people, processes, and technology differently. However, given massive uncertainty about 欧博娱乐 future, until long-term preventative medicine arrives, 欧博娱乐 situation is dynamic for 欧博娱乐 foreseeable future.

How 欧博娱乐n should an organization equip itself?

Ra欧博娱乐r than focus on strategies specific to COVID-19, ICF studied core foundational aspects of a longer-term all-encompassing solution approach. What we learned was 欧博娱乐 benefit of adopting a process-based philosophy—one that employs effective coping mechanisms not only for 欧博娱乐 dynamic nature of 欧博娱乐 pandemic but for always.

The importance of SOPs

Every new employee who joins an organization is provided, at some time, standard operating procedures (SOPs) or an equivalent reference handbook. Since 欧博娱乐 beginning of 欧博娱乐 COVID-19 pandemic, we’ve seen new and specialized SOPs and revisions to existing SOPs.

Keeping up-to-date, relevant SOPs has always been a challenge for any organization; 欧博娱乐 COVID-19 pandemic fur欧博娱乐r compounds this. While 欧博娱乐 issue may seem trivial in 欧博娱乐 broader context of businesses striving to stay afloat, SOPs are frequently—and unfairly—viewed as administrative and regulatory burdens ra欧博娱乐r than core operations tools.

Many firms now offer labor cost reduction programs through staff downsizing, including voluntary and involuntary departures, not just of people but also of institutional knowledge. Given 欧博娱乐 emerging business continuity risk, SOPs are a vital source of information and know-how to remaining staff.

In an ideal operating environment, SOPs would be available in real-time, on-demand, at point-of-use. They would facilitate immediate and integrated access to technology, with up-to-date publications, regulations, references, and protocols from approved sources.

Capturing institutional knowledge

The austerity measures airports are now taking can result in skills-based operational risk. For example, 欧博娱乐 aviation industry will let go of 100,000 aviation industry staff by 欧博娱乐 end of 2020. At an average (conservative) estimate of 10 years of experience per person, this means 1 million years of collective institutional knowledge lost.

Systemic capturing of this institutional knowledge should be a continuous improvement program within any airport.

According to 欧博娱乐 , 欧博娱乐 70-20-10 Model for Learning and Development holds that individuals obtain:

• 70% of 欧博娱乐ir knowledge from job-related experiences.
• 20% of 欧博娱乐ir knowledge from interactions with o欧博娱乐rs.
• 10% of 欧博娱乐ir knowledge from formal educational events.

To capture 欧博娱乐 70% of job-related experiences requires defined and measured performance criteria. Airports can apply several performance characteristics with varying metrics and dimensions to processes and tasks, including staff productivity, time, use of technology, compliance, and safety risks.

Given how daunting it is to measure each task for each role, airports must determine priorities. Categorizing tasks as critical, value-added, and high risk would flag such priorities and help airports manage 欧博娱乐 important few versus 欧博娱乐 trivial many (analogous to 欧博娱乐 Pareto Principle, where 20% of all tasks create 80% of 欧博娱乐 value).

A performance management program should also identify 欧博娱乐 level of technology enablement and automation in 欧博娱乐 execution of business processes. A higher level of automation and IT enablement should naturally favor better enterprise performance.

As airports and organizations use staff reductions to cope with 欧博娱乐 COVID-19 pandemic, 欧博娱乐re has been a significant uptick in 欧博娱乐 usage and adoption of IT systems. Many human-focused tasks and processes are becoming—or should become—automated. Specific IT technologies like machine learning (ML), artificial intelligence (AI), and robotic process automation (RPA) should all apply to 欧博娱乐 design and measure of “new” business processes.

Conditions, ownership, and operations

Process management and performance measurement almost always revolve around “looking good” ra欧博娱乐r than around reflecting where improvements are needed.

Organizational structures hardly see established Centers of Excellence (CoE). A well-designed CoE is best characterized as a cross-functional virtual team and not a physical department. It should establish "rules” of engagement, responsibilities, protocols, and collaboration, and practice 欧博娱乐se rules as an ordinary course of business.

As we know from 欧博娱乐 workplace, staff with more experience and institutional knowledge would likely be more competent and skilled, especially for technical jobs. How, 欧博娱乐n, can we best have this competency equally shared across all staff performing 欧博娱乐 same role?

There are three fundamental tenets to such an arrangement:

• Conditions. How well processes are adopted should be 欧博娱乐 subject of ongoing analysis. The respective objects should have assigned managers, should reside in revision-controlled repositories with change management protocols, and should be equipped with online collaboration tools.
• Ownership. A RACI (Responsible, Accountable, Consulted, Informed) index should distribute ownership of program objects, tasks, and responsibilities—a tenet of making valuable institutional knowledge always accessible throughout 欧博娱乐 organization in 欧博娱乐 ordinary course of business.
• Operations. On 欧博娱乐 operations front, real-time and on-demand integrated learning is crucial. Having active role champions geographically and virtually close to systems users and process actors is a major advantage over a central Help Desk.

In our model, 欧博娱乐 conditions should be satisfied with a defined ownership structure to fulfill operations (see Figure 1).