Air Traffic and Navigation Services SOC Limited: Talent Management
(7 pages of text)
In October 2019, the interim chief executive officer of Air Traffic and Navigation Services SOC Limited (ATNS) in South Africa faced a dilemma regarding talent management. ATNS’s talent pipeline was unbalanced, and there was insufficient progression into more senior positions within the air traffic controller division. ATNS had been recruiting from disadvantaged communities through a bursary program, which trained recipients to become air traffic control officers (ATCOs). However, it took a minimum of eight years to become qualified at the highest level of ATCO, which was a requirement for more complex tasks and leadership roles at ATNS. Many bursary recipients preferred to remain in the lower levels due to the time it took to progress and also because of their potential to earn at lower levels due to the pay structure within the division. ATNS also faced the prospect of losing the highly skilled upper-level ATCOs to international air traffic services. Should ATNS redesign its talent pipeline?
The case illustrates the talent pipeline approach to managing skills and succession and allows students to link talent management to business strategy, outcomes, and operations. The case is suitable for use in graduate- and executive-level human resources strategy courses. After working through the case and assignment questions, students will be able to
- describe and analyze a talent pipeline in place in an organization;
- analyze talent management practices and explain the talent management process; and
- develop solutions for unbalanced talent pipelines within an organization.
Transportation and Warehousing
South Africa, Large, 2019
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