Like many other industry sectors, the aviation industry is regulated and compliance driven. The compliance requirements are important for the business to function. Such compliances are with H&S, CAA, EASA, Human Factors, and Fuel Tank Safety etc…. You can classify these compliances as ‘features’. The aviation industry ensures that each company has these ‘features’ allowing it to be regulated and audited. However, the majority of these compliance requirements can be a general tick box exercise and do not add real benefit to the company.
These types of ‘features’ do not make a business unique, as they are required to operate commercially. However, what makes a business unique is what it can offer in the form of ‘benefits’ e.g. why would customers choose your company over the equivalent service providers with the same ‘features’
The ‘benefits’ within an organisation are the people. They are what customers connect with, reach out to and build relationships with. The qualities and the approach people provide to the organisation can be under estimated and undervalued. This may be a legacy within its business culture, poor management understanding on how to manage effectively or ‘we have always done it this way’ attitude. Resulting in a working environment whereby their employees do not fulfil their roles effectively or understand what they are meant to do.
For the people to deliver the benefits on behalf of the company, a foundation needs to be developed and implemented focusing on core skills. Examples of these core skills are; leadership, team work, ability to communicate and interface with their colleagues etc….. and are fundamentally different to compliance training. People training will add benefit to the individual, give them the confidence to fulfil their specific role and responsibilities, increased motivation and will give the company a competitive advantage by offering extra benefits to its customers.
Below are four different models; can you identify which model is applicable to your organisation? business? company? Is it aligned to ‘features’ or ‘benefits’ or ‘both’?
Finally, it is important for companies to understand how its people can add the ‘benefit’. Investment in people training must be the way forward to win and maintain its clients or customers.
Model 1: Zero Interaction – Company does not VALUE any compliance (features) or people (benefits)
Model 2: Compliance Driven – Company only focuses on compliance (features) requirements and does not aim to increase its benefits to its clients
Model 3: Compliance (Features) and People (Benefits) – ‘A Working Balance’
Model 4: Company in Equilibrium – IDEAL
Blue Altitude Team