A New Era in Succession Planning: Generational Leadership Assurance in the Aviation Industry

Ayça Mumkule Erşipal & Eray Beceren

Anahtar Eğitim

Succession planning, which in the past was a process focused only on top management levels and often based on subjective evaluations, has now become a strategic necessity for corporations. Since the aviation sector is characterized by narrow profit margins, the need for rapid decision-making, and a high risk awareness, planned leadership development is critical for maintaining business continuity and corporate memory. Harrison Assessments Talent Solutions™ (HATS) manages the complexities of identifying and preparing future leaders through its technology-driven approach, utilizing the Talent Readiness System and the DESP model (Decisions, Eligibility, Suitability, Performance). Thus, with HATS solutions, we can address the extent to which it supports the principles and recommendations highlighted in the evaluations of aviation management by IATA (International Air Transport Association) leaders.

1. Objective and Data-Driven Selection Processes

IATA’s approach:

The succession planning process must be cleansed of risks such as favoritism, token appointments, and internal competition. The role of Human Resources is to provide psychometric tests and data-driven validations to support the manager's observations. The most common mistake is promoting an employee "too early."

HATS’s contribution:

HATS solutions automate this process, ensuring objectivity.

• We manage talent pools with a scientific framework by ranking employees based on job-specific traits and behavioral competencies (decision analytics).

• Specifically, the Suitability column assesses a person's motivation, attitude, interests, work preferences, values, and interpersonal skills, allowing us to compare job alignment with the characteristics the person genuinely enjoys (Suitability-Eligibility).

• We focus on Trait Differentiation. We analyze potential and identify obstacles to performance. Thus, with suitability analyses for leadership or expertise paths, we reduce the risk of a high-performing employee being placed in the wrong managerial role.

2. Validation of Cultural Fit and Work Ethic

IATA’s approach:

In the selection process, emotional intelligence, leadership skills, and a strong work ethic are prioritized. A "hard worker" should be preferred over a "genius" because work discipline cannot be acquired later.

HATS’s contribution:

• By analyzing job-related motivational factors, behavioral tendencies, task preferences, competency areas, and values, we make work ethic and attitude measurable and provide feedback.

• With Paradox Technology™, we assess the individual's situations under stress and its impact on performance, while also providing insights into leadership potential.

3. Managerial Responsibility and Productivity

IATA’s approach:

Succession planning is every manager's duty. A manager's inability to identify a successor can be an obstacle to their own promotion.

HATS’s contribution:

• Time Saving: HATS technology is a system for planning talent and succession, and it reduces administrative time in task rotation processes by over 70%.

• Focus on Development: Thanks to automated analysis (people analytics), managers can devote more time to mentoring, coaching, and development opportunities.

• Sustainability: We offer an approach that preserves data, values data, and provides the opportunity for re-evaluation in the future.

4. The Balance Between Confidentiality and Employee Engagement

IATA’s approach:

The succession planning process should be conducted confidentially; otherwise, loss of motivation may occur. However, if high-potential employees are not included in the process, they may turn to other opportunities.

HATS’s contribution:

• Employee-Centric Engagement: HATS provides employees with a portal where they can create their own career plans. Here, the system ranks internal positions based on personal interests and motivations.

• Increased Retention: With personalized development reports and a culture of open communication, employee engagement and retention rates increase.

Benefits of the HATS Succession Planning Solution for Organizations

• Objective Decision-Making: We base decisions on measurable data through the DESP model.

• Time and Resource Efficiency: Succession Planning processes are accelerated by over 70%.

• Comprehensive Organizational Application: Talent planning can be disseminated not only for the top level but from the entry level onwards.

• Targeted Development: With the reports we obtain through Paradox technology, we clarify individual development areas and support coaching programs.

• Reduction of Promotion Risks: Leadership and expertise paths are clearly differentiated, preventing misplacements.

• Increased Employee Engagement: Employees can actively participate in their own development plans.

• Strategic Results: More motivated employees, fewer gaps in critical positions, and reduced workforce loss increase the organization's competitiveness.

• Improved Interview Quality: The system ranks suitable candidates and suggests behavior-based interview questions, strengthening the selection process.

Contribution to Global Aviation from Türkiye

The HATS Harrison Assessments Talent Management projects we have conducted in the aviation sector in Türkiye have created a significant transformation not only in recruitment processes but also in the fields of leadership development, succession planning, and sustainable internal talent management. Currently,

• Especially in intensive recruitment periods, we have obtained very fast and accurate results in the assessment of cabin crews. We support the recruitment teams in the selection and evaluation processes for Captain and First Officer candidates.

• We have worked on peer support competencies and provide reporting to form the most suitable teams.

• We provide support to internal human resources teams regarding the HATS system.

In fact, by using HATS, we can do much more. We examine leadership potential and map out development paths for organizations in areas such as organizational development, career, and succession planning, supported by effective tools.

This approach enables organizations to plan not only for today but also for the future-providing a powerful infrastructure to prepare the right people for the right roles at the right time.

Sources:

• www.HarrisonAssessments.com Harrison Assessments Talent Solutions™ (HATS)

• Harrison, D. The 4 Pillars of Effective Succession Planning: Redefining Traditional Models. Harrison Assessments.

• Harrison Assessments. (t.y.). Succession Planning Solutions. Harrison Assessments.

• IATA Learning & Development PodcastE6 | How Can Airlines Prepare the Leaders of Tomorrow?