António Menezes, CEO of SATA
In order to ensure the management of their employees, SATA implemented a human resource strategy combined with business goals, aiming at a positive social environment and strict relationship with the syndicates.
|On what processes and tools is SATA’s human resource management based?|
|Description of jobs and skill definition||› Operations handbook;|
› Management model per skills;
|Recruitment||› Recruitment model;|
› Web channel for applications;
› Internship programme from the Regional Government of Azores;
|Reception and integration||› Orientation guide;|
|Internal communication||› Portal for employees;|
› Internal innovation network;
› E-mail for suggestions (email@example.com);
› Internal meetings;
› Team Spirit Magazine;
› Customer satisfaction surveys;
|Development analysis system||› Performance assessment tools;|
|Training||› Annual training plan;|
› Internal trainers;
› Service quality model;
› Team up;
|Career management||› Employee mobility depending on skills;|
|Rewarding and incentive system||› SATA benefits.|
|Description of jobs and skill definition|
|SATA provides an operations handbook with the established tasks and processes, responsibilities, skills, aptitudes, demands, and requirements regarding each job at SATA. This handbook is the base and guideline for internal recruitment, reception and integration, training, and performance assessment.|
|SATA also developed a management model per skills. This model should be used in multiple human resource responsibilities/ tasks, which include recruitment, development, succession planning, and career management, as well as performance assessment and management. Skills are divided into Core and Specific.|
|In order to ensure that the best professionals are selected in line with SATA’s culture, this airline provides a recruitment model with a stage sequence, thus assuring a uniform process that is known to all those involved.|
Whenever recruitment becomes necessary, SATA promotes selection processes. In 2012, SATA Air Açores organised two of those processes involving 231 applicants, from which 5 were selected to train in DASH Q200, and 3 were hired as new Ramp Operators. Now, SATA Internacional has organised four processes involving 650 applicants, out of which 20 were selected for initial training. As a result, 17 new employees were hired.
|SATA provides a channel for spontaneous applications within its corporate website as to improve applicant database management, and at the same time obtain efficiency gains and save money.
SATA has been supportive of employment programmes for the youth, namely the Internship Programme from the Regional Government of the Azores.
This programme provides three internship modalities with a different duration each.
|Number of interns welcomed at SATA through the Internship Programme between 2008 and 2012||› Internship L (recent graduates or masters): 40 interns;|
› Internship T (recent graduates from non-degree, technological or professional courses, or level 3 Professional qualification): 12 interns;
› Internship U (undergraduates) : 16 interns.
|Reception and integration|
|In order to ensure that all new employees are in line with SATA’s values, principles, and procedures, an Orientation Guide is provided, which includes the following: mission, values, and principles; an introduction to SATA and its activities, innovation, brand, ethics, and conduct.|
|Development analysis system|
|SATA has a performance assessment tool designated as APD – Análise para o Desenvolvimento (Development Analysis). This system works as a management tool for encouraging the development of employees at SATA and aims at:|
|Developing a result-oriented management culture based on previously established goals||Motivating employees with clear goals and transparent assessment criteria||Recognising merit||Promoting efficient communications||Encouraging the professional development of employees identifying training needs.|
|The number of employees subjected to performance assessment was 93% (assessment carried out in 2012 with regard to 2011).|
|Percentage of employees subjected to performance assessment and career development.|
|SATA provides an annual training plan in compliance with the sector’s mandatory training, as well as the recognised needs of employees in performance assessment.
It also has internal trainers ensuring that knowledge is transferred and internal training sessions take place in regard to the following fields: flight operations, ground-handling operations; business, maintenance, and engineering; airworthiness, and safety, health and environment.
In 2012, 68 841 training hours were completed, which corresponded to an average of 56.4 hours per employee, showing an increase of 30% in comparison to 2011, highlighting SATA’s investment on training its employees.
Did you know that SATA inaugurated the Azores Aeronautical Training Academy, in 2012?
SATA took advantage of aviation synergies and infrastructures available in the island of Santa Maria and inaugurated the Azores Aeronautical Training Academy, which is extremely important for SATA and the Azores.
This Academy aims at providing SATA and the Autonomous Region of the Azores with adequate means for the training, theoretical and practical, of crew and support personnel for the activity of air transportation of passengers and cargo, in accordance with current legal requirements.
The training provided at the Aeronautical Training Academy consists of theory and practical activities, allowing the trainees to perform exercises in a realistic environment (using simulators) and thus demonstrate their technical skills.