Developing cooperation and customer-centric operations in the TE office Aviation team
Suopajärvi, Titta (2021)
Avaa tiedosto
Lataukset:
2021
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2021112922362
https://urn.fi/URN:NBN:fi:amk-2021112922362
Tiivistelmä
Covid-19 pandemic affected aviation employees’ work as governments restricted traveling during 2020 and 2021. The Aviation support team was founded in October 2020 to the Vantaa TE office to provide services for the thousands of unemployed and laid-off people. The Aviation team developed new services and also found processes where the information did not flow and prevented the unemployed customers from getting information about the work.
The aim of the thesis was to gain understanding and find a way to improve the employment mismatch in aviation. The ways for improving the mismatch were developing the TE office’s internal process between the Aviation team and Business service team and external proactive customer service for aviation field companies. The goal was to create a process that could be copied to all the other teams working with clients from different fields.
The theoretical framework was improving customer experience, and the theories were from customer service and service design. The main research problem was finding out whether the combination of both models’ can promote labor market convergence, improve mismatch, and support a faster employment process, and the results seem very promising. The method for researching the problems was a qualitative method implemented with interviews for internal process development and a survey for the external customer experience improvement. Due to the Covid-19 restrictions, the interviews were conducted via Microsoft Teams, and the survey for the aviation field employers was sent via Webropol.
The results from the interviews were encouraging. All interviewed TE services specialists from the Aviation and Business service teams found the internal cooperation and the information flow essential. Also, collaboration with aviation field employers would support both teams’ efficiency. Both employees and employers would benefit from the new process, and it would also speed up the employment process and shorten unemployment times. The survey was conducted among five aviation field companies. They were asked about the future recruitment and training needs to discover the need for collaboration. As a result, there will be recruitments and a need for cooperation between companies and the TE office, which will be the next phase of implementing the process model.
The new process was refined according to the findings. Even though the aviation field is ramping up and companies have recruitment plans, the aviation customers’ situation is not over yet. IATA has predicted that aviation operations will recover only in 2024 and reach the same level as in 2019 before the Covid-19 pandemic. The survey made for the aviation field employers was parallel to the IATA prognosis.
The goal was initially set to form a model and copy the new model to other teams. As the Aviation team will be integrated into other TE office’s teams in the Uusimaa area, there will be an opportunity to implement the model in the larger context to improve cooperation, customer experience, and mismatch.
The aim of the thesis was to gain understanding and find a way to improve the employment mismatch in aviation. The ways for improving the mismatch were developing the TE office’s internal process between the Aviation team and Business service team and external proactive customer service for aviation field companies. The goal was to create a process that could be copied to all the other teams working with clients from different fields.
The theoretical framework was improving customer experience, and the theories were from customer service and service design. The main research problem was finding out whether the combination of both models’ can promote labor market convergence, improve mismatch, and support a faster employment process, and the results seem very promising. The method for researching the problems was a qualitative method implemented with interviews for internal process development and a survey for the external customer experience improvement. Due to the Covid-19 restrictions, the interviews were conducted via Microsoft Teams, and the survey for the aviation field employers was sent via Webropol.
The results from the interviews were encouraging. All interviewed TE services specialists from the Aviation and Business service teams found the internal cooperation and the information flow essential. Also, collaboration with aviation field employers would support both teams’ efficiency. Both employees and employers would benefit from the new process, and it would also speed up the employment process and shorten unemployment times. The survey was conducted among five aviation field companies. They were asked about the future recruitment and training needs to discover the need for collaboration. As a result, there will be recruitments and a need for cooperation between companies and the TE office, which will be the next phase of implementing the process model.
The new process was refined according to the findings. Even though the aviation field is ramping up and companies have recruitment plans, the aviation customers’ situation is not over yet. IATA has predicted that aviation operations will recover only in 2024 and reach the same level as in 2019 before the Covid-19 pandemic. The survey made for the aviation field employers was parallel to the IATA prognosis.
The goal was initially set to form a model and copy the new model to other teams. As the Aviation team will be integrated into other TE office’s teams in the Uusimaa area, there will be an opportunity to implement the model in the larger context to improve cooperation, customer experience, and mismatch.