With pent-up demand and skyrocketing fares, life is good for airlines. But the sector is suffering staff shortages from the front line to the most senior management ranks. How is the workplace model evolving to cope, asks Shakeel Adam of global aviation consultancy Aviado Partners
The pandemic reshaped the way we work, thrusting remote work into the spotlight. Remote leadership has been practised for over three quarters of a century and technology enables its effectiveness more than ever, whether it is done from an office halfway around the world, from a hotel room while at a conference, or from one’s home an hour away from the formal workplace.
Remote leadership also isn’t a new idea for airlines. Air Canada is headquartered in Montreal, with senior management also based in Toronto, Vancouver and elsewhere. Lufthansa Group has senior leaders all over Europe, in the US, Asia and elsewhere.
IHG Hotels has senior leaders in Atlanta and London. As late as March 2021, British Airways announced that remote and hybrid work would continue after the pandemic. The benefits are evident: reduced office costs, increased productivity and improved work-life balance.
During the pandemic, senior executives proved they could be just as, or more, effective working remotely or in a hybrid model. They learned to work hard AND enjoy time for themselves, their families, partners and children, without sacrificing the quality of their work.
Time commuting was replaced with short breaks seeing their kids off to school and being there when they returned home. Those few moments are now cherished, and many are willing to work harder for their employers to preserve that quality of life.
Technology can make hybrid working more effective today than at any point in the past 75 years. While scepticism amongst some is at an all-time high, particularly when it comes to senior management roles, recent research and expert opinions reveal remote working can be very effective for senior leaders.
A study by McKinsey highlights that a hybrid model, combining remote and on-site working, promises greater access to talent, increased productivity and improved employee experiences (see note 1). It is particularly advantageous for senior management, allowing them to leverage global talent pools and foster a culture of efficiency and flexibility.
The MIT Sloan Management Review provides guidance for senior leaders to support remote work, emphasising the importance of adapting leadership styles to maintain engagement, productivity and connection among their teams, regardless of physical location (see note 2).
Airlines around the world are currently struggling to fill even the most senior roles. Forcing talented management resources to return to the office 80-100% of the time is causing a revolt – vacancies, high turnover and a flight to alternative employers.
‘Employer branding’ emerged in the 1990s, referring to an employer’s reputation as a place to work, and their value proposition to the employee. While in the past companies had the choice of whom to employ, workers now realise they also have choices. Talented managers want to work hard, but not at the cost of sacrificing everything for their employers.
The belief that remote and hybrid working is not suitable for senior management is outdated. By embracing remote work, senior management staff demonstrate adaptability and a commitment to leveraging a modern workforce. Airlines that do not pivot to this reality will struggle to compete for talent.
The data is clear on this: many leaders cherish what they gained during the pandemic in terms of a work-life balance, and will work harder to keep it. Financial incentives are not the only metric workers look for in choosing employment – and with the battle for talent increasing, companies that do not embrace hybrid options will lose out on top people.
Evolving to embrace hybrid working models will most certainly increase productivity, and significantly enhance the framework for further integration of women, mothers and single parents into senior leadership ranks. That benefits both corporations and society, and should significantly increase a company’s employer brand value.
Notes:
1: “How companies can make remote working a success – McKinsey”.
2: “Five Ways Leaders Can Support Remote Work – MIT Sloan Management Review”.
