CATHAY PACIFIC ENGINEERING.

Creating change at one of the world’s best airlines.

THE CHALLENGE: We started working with Cathay Pacific Engineering in 2012. In the department of 400+ highly skilled aircraft engineers, there were some challenges around clarity, connection and recognition. Conversations focused on problems, not solutions. People didn’t understand departmental success measures and alignment to performance management. Employee engagement and morale wasn’t at its highest. Collaboration and connection across the different sections wasn’t optimal. 

THE IMPACT: The 20/20 initiative has had a lasting impact on morale, engagement, productivity and the performance of the department. The impact has reached as far as improving On Time Performance (OTP) for the airline, one of the key measures in the aviation industry. Hundreds more nominations are being received for the Staff Awards Programme, the Auditorium sessions are packed full, interactions online are filled with ideas and ways for improving. People feel confident that their ideas will be listened to. Leaders are visible and connected. People can see a career path and understand what they need to do to progress. 

 

THE IDEA: We needed to draw a line in the sand on the past and mark the new normal. We needed to shift the culture from people not speaking out, to giving people permission to rethink how we do things. We needed to redefine what success meant for the department and be transparent over success measures. And we needed to rally everyone to start engaging positively to the future of the department.

  • 20/20 vision 
  • Re-think
  • Re-define
  • Re-engage

WE CREATED AN IDENTITY FOR THE ENGINEERS AND OVER THE COURSE OF TWO YEARS, WE IMPLEMENTED THE FOLLOWING:

  • Strategy on a page
  • Balanced Scorecard
  • Competency Framework
  • Intranet Sharepoint Site
  • Auditorium sessions with leaders
  • MyCareer Framework 
  • Staff Awards and Recognition scheme
  • Self-Development Framework