Airport
Airports are expected to provide 24/7 service, and generally operate around the clock. There are usually several companies working within an airport to handle incoming and outgoing aircraft, passengers, cargo, and a wide range of other essential services. Due to the highly cyclical and volatile nature of demand, many roles within these companies are filled on an as-needed basis or on short-term contracts. This further complicates the scheduling process, as organisations juggle scheduling employees on a variety of contract hours. However, it is the perfect setting for self-rostering! Not only does self-rostering facilitate shorter lead times that allow for better alignment with fluctuating demand, it also relieves some of the pressure on planning staff as employees share the responsibility for assigning shifts. Self-rostering can also be conducive to these companies' response to and handling of the COVID-19 crisis, as it facilitates their ability to flexibly deploy staff in a more timely manner.
Recovery after the Coronavirus pandemic
The COVID-19 crisis has had a significant impact on aviation and airports, and business activity remains at a record low. Despite being tough to handle, however, this also presents an opportunity to redesign business processes without the pressure of busy airports. The long-term benefits of self-rostering, such as improved agility and scalability, and a healthy, engaged workforce, will help boost operational efficiency in the long run.
Employer branding
Traditionally seen as an attractive place to work, airports have always been prolific job creators. However, being one of the hardest-hit industries by the COVID-19 crisis has damaged the appeal of aviation and airport services in the eyes of job seekers. Offering increased influence and control over working hours could play an important role in attracting and hiring workers.
Resilience
With many aviation and airport service companies relying on government aid packages to continue operating and maintain payroll, these organisations are under increased pressure to become sustainable employers. “Hire and fire” policies are no longer a good fit. The challenge lies in working more flexibily with a permanent core group of employees, and ensuring those employees reach retirement age with their health intact. Self-rostering is an excellent way to bring these benefits together.
