Assessment of Staffing Needs of Systems Specialists in Aviation

Assessment of Staffing Needs of Systems Specialists in Aviation
Author: National Research Council
Publisher: National Academies Press
Total Pages: 115
Release: 2013-07-29
Genre: Transportation
ISBN: 0309286530

Within the Federal Aviation Administration (FAA), the Airway Transportation System Specialists ATSS) maintain and certify the equipment in the National Airspace System (NAS).In fiscal year 2012, Technical Operations had a budget of $1.7B. Thus, Technical Operations includes approximately 19 percent of the total FAA employees and less than 12 percent of the $15.9 billion total FAA budget. Technical Operations comprises ATSS workers at five different types of Air Traffic Control (ATC) facilities: (1) Air Route Traffic Control Centers, also known as En Route Centers, track aircraft once they travel beyond the terminal airspace and reach cruising altitude; they include Service Operations Centers that coordinate work and monitor equipment. (2) Terminal Radar Approach Control (TRACON) facilities control air traffic as aircraft ascend from and descend to airports, generally covering a radius of about 40 miles around the primary airport; a TRACON facility also includes a Service Operations Center. (3) Core Airports, also called Operational Evolution Partnership airports, are the nation's busiest airports. (4) The General National Airspace System (GNAS) includes the facilities located outside the larger airport locations, including rural airports and equipment not based at any airport. (5) Operations Control Centers are the facilities that coordinate maintenance work and monitor equipment for a Service Area in the United States. At each facility, the ATSS execute both tasks that are scheduled and predictable and tasks that are stochastic and unpredictable in. These tasks are common across the five ATSS disciplines: (1) Communications, maintaining the systems that allow air traffic controllers and pilots to be in contact throughout the flight; (2) Surveillance and Radar, maintaining the systems that allow air traffic controllers to see the specific locations of all the aircraft in the airspace they are monitoring; (3) Automation, maintaining the systems that allow air traffic controllers to track each aircraft's current and future position, speed, and altitude; (4) Navigation, maintaining the systems that allow pilots to take off, maintain their course, approach, and land their aircraft; and (5) Environmental, maintaining the power, lighting, and heating/air conditioning systems at the ATC facilities. Because the NAS needs to be available and reliable all the time, each of the different equipment systems includes redundancy so an outage can be fixed without disrupting the NAS. Assessment of Staffing Needs of Systems Specialists in Aviation reviews the available information on: (A) the duties of employees in job series 2101 (Airways Transportation Systems Specialist) in the Technical Operations service unit; (B) the Professional Aviation Safety Specialists (PASS) union of the AFL-CIO; (C) the present-day staffing models employed by the FAA; (D) any materials already produced by the FAA including a recent gap analysis on staffing requirements; (E) current research on best staffing models for safety; and (F) non-US staffing standards for employees in similar roles.

Manpower Planning and Utilization

Manpower Planning and Utilization
Author: United States Civil Service Commission. Library
Publisher:
Total Pages: 84
Release: 1975
Genre: Manpower policy
ISBN:

Includes material received through Dec. 1974.

Are Generational Categories Meaningful Distinctions for Workforce Management?

Are Generational Categories Meaningful Distinctions for Workforce Management?
Author: National Academies of Sciences, Engineering, and Medicine
Publisher: National Academies Press
Total Pages: 177
Release: 2020-11-21
Genre: Business & Economics
ISBN: 0309677327

Headlines frequently appear that purport to highlight the differences among workers of different generations and explain how employers can manage the wants and needs of each generation. But is each new generation really that different from previous ones? Are there fundamental differences among generations that impact how they act and interact in the workplace? Or are the perceived differences among generations simply an indicator of age-related differences between older and younger workers or a reflection of all people adapting to a changing workplace? Are Generational Categories Meaningful Distinctions for Workforce Management? reviews the state and rigor of the empirical work related to generations and assesses whether generational categories are meaningful in tackling workforce management problems. This report makes recommendations for directions for future research and improvements to employment practices.

Call to Action

Call to Action
Author: Anne Marrelli
Publisher: DIANE Publishing
Total Pages: 110
Release: 2010-11
Genre: Business & Economics
ISBN: 1437937357

Examines the effectiveness of Fed. first-level supervisors and how well agencies select, develop, and manage them. First-line supervisors, as the nexus between gov¿t. policy and action, are critical to productivity, employee engagement, and workplace fairness. Supervisory positions -- even at the first level -- have distinctive responsibilities and skill requirements. Therefore, it is essential that agencies have valid selection criteria and processes, comprehensive training programs, good communication and support networks, and sound accountability mechanisms for their first-level supervisors. In addition, this report recommends specific measures to improve supervisors management and performance. Charts and tables.

A Database for a Changing Economy

A Database for a Changing Economy
Author: National Research Council
Publisher: National Academies Press
Total Pages: 231
Release: 2010-05-11
Genre: Social Science
ISBN: 0309156165

Information about the characteristics of jobs and the individuals who fill them is valuable for career guidance, reemployment counseling, workforce development, human resource management, and other purposes. To meet these needs, the U.S. Department of Labor (DOL) in 1998 launched the Occupational Information Network (O*NET), which consists of a content model-a framework for organizing occupational data-and an electronic database. The O*NET content model includes hundreds of descriptors of work and workers organized into domains, such as skills, knowledge, and work activities. Data are collected using a classification system that organizes job titles into 1,102 occupations. The National Center for O*NET Development (the O*NET Center) continually collects data related to these occupations. In 2008, DOL requested the National Academies to review O*NET and consider its future directions. In response, the present volume inventories and evaluates the uses of O*NET; explores the linkage of O*NET with the Standard Occupational Classification System and other data sets; and identifies ways to improve O*NET, particularly in the areas of cost-effectiveness, efficiency, and currency.