ASI-I’s key experience and qualifications make it uniquely qualified to become the aviation management talent development advisor for organizations for several reasons:

	Works jointly with air transport organizations going through growth or change, championing talent development as a key pillar of change management		Focusses uniquely on talent development for managers and executives, which includes applying the most proven techniques for working with this niche group
	Comprises a team of experienced educational technologists skilled in designing and developing an array of customized learning solutions, leveraging technology as necessary		Employs subject matter experts and instructors who strategically advise air transport organizations and have a full understanding of contemporary key issues
	Designs, develops, and administers successful accreditation programs, such as the ACI-ICAO Global AMPAP, as well as other in-house management development programs custom-built for organizations		As an ICAO TRAINAIR PLUS Full Member with 2 STPs, delivers ICAO training competency development courses and provides assistance to centres in becoming TRAINAIR PLUS members

People are an organization’s greatest asset. Therefore, it goes without saying that developing people needs to be a key and explicit part of any organization’s strategy. Of the many reasons why an organization should prioritize investing in their people, perhaps the most compelling, rests in the fact that when done strategically, money spent on developing human capital boosts productivity more than any other spend. As airports represent a major capital investment for all its resources—airside infrastructure and facilities and passenger terminal buildings runways, systems, etc.—it is imperative that those making decisions are equipped with the proper skill set and competencies to make the right decisions.

Knowing this, it is concerning that recent research from PricewaterhouseCoopers found that less than half of Human Resources leaders are very confident that they will have access to the right talent to execute on the business strategy.[1] It has become imperative to attract, select, develop, reward, and retain the best talent possible.  While the first step is attracting and selecting the best people, a key component is to develop these individuals through a robust competency building process, ensuring the best return on an organization’s human capital investment. As a result, competent employees are more productive, and when their accomplishments are recognized and rewarded, they tend to stay with the organizations that develop them and value them.

Developing a Competency Building Master Plan requires many steps which are also all key success factors. These can be grouped into four main categories:

[1] PricewaterhouseCoopers - Key trends in human capital 2014

Technology plays a major role in optimizing organizational performance in the field of aviation. The ASI Institute distinguishes itself from the competition by providing custom blended learning solutions that will match an organization’s real learning and development needs, ensuring a seamless integration into existing organizational structure and systems.

The inherent context of the aviation industry requires the coordination of thousands of resources in complex human and physical infrastructures. This is where learning and development and communication technologies have made a notable impact.

ASI-I’s expertise for face-to-face, online and blended course delivery includes:

• Strategic realignment of the learning and development function
• Selection of optimum structures and processes for the learning and development function
• Identifying the critical learning path as well as desired performance-based outcomes
• Identifying technologies and strategies that will best support learning and development projects:
  • learning management systems (LMS)
  • virtual classrooms
  • authoring tools
  • communities of practice (CoP)
  • knowledge management (KM)
• Developing learning material using storyboards and templates
• Developing case studies, problem-based learning, and experience-based learning modules
• Coaching managers and internal resources to adapt to the new learning and development realities
• Designing learning assessment strategies that measure the real impact of learning and development projects