The effective management of skills within an organization contributes to employee engagement, which in turn helps to achieve the company’s objectives. Training programs are developed to give employees the opportunity to learn and develop their skills to support career planning.

L’investissement dans d’autres projets sur la connaissance et la conservation de la biodiversité contribue également à comprendre le dilemme associé aux services écosystémiques comme à la production des biocarburants durables. Si certains types de biocarburants destinés au transport routier peuvent avoir un impact négatif sur la biodiversité, le groupe Air France - KLM veut garantir l’utilisation de carburants aéronautiques durables qui ont l’impact le plus faible sur l’approvisionnement en nourriture, la biodiversité et un impact positif sur le développement local.

 

Within this context of crisis, the development of human capital and securing the loyalty of talented individuals are imperative for transforming the companies within the Group.

In 2020, Air France and KLM continued the policy launched in 2019, to transition from exclusive (aimed at a targeted group of employees) to inclusive talent management (every employee is a talented individual who must be given the opportunity to develop his or her skills) by using a talent development grid created jointly by the two companies and by implementing joint development strategies and actions.

A SKILLS DEVELOPMENT PLAN ADAPTED TO THE CONTEXT OF CRISIS

Despite this challenging context, the Group pursued its policy of prioritizing training: the number of training hours per employee stood at 27.2 hours in 2020.
The training initiatives went ahead, with the emphasis on regulatory and essential training (in particular, a supplementary training module for pilots over the summer to enable the safe resumption of flights post lockdown in France) and remote training for all employees (nobably via the new Learning Management System rolled out last March).
Along with the required training necessary for our specific jobs, we offer digital training on various subjects.

New conditions for access to training were facilitated like access to My Learning self-service training modules for all employees, webinars, Massive Open Online Courses, Manager Cafes and days dedicated to the HR networks and manager labs. For instance, within KLM two digital platforms (one for all employes and one for leadership) were launched to provide extra information, inspiration and learning on various topics of interest.
An ambitious training policy is key in supporting the Employment policy and the company’s strategy, and is based on a series of general principles that are reaffirmed on an annual basis and form an integral part of the Employee Experience :

  • Guarantee access to training for everyone.
  • Ensure the visibility of everyone’s skills, notably by developing graduate training and certifying diplomas.
  • Manage the economic balances.

During the Covid-19 crisis, KLM created the Loket Blauwe Inzet to help find temporary outplacements for employees in departments where posts are available. In 2020, over 1,500 employees volunteered to be temporarily assigned to another workplace. These temporarily-assigned employees gave expression to their “Blue Heart” driven by the feeling that they were doing the best they could for KLM. These temporary outplacements also helped fill gaps that might otherwise have been filled by external hiring and helped develop the skills of the employees concerned. Transavia Netherlands has a similar scheme in place via the WeCare platform.

As of March 2020 and the onset of the Covid-19 crisis, KLM realized it needed to raise its game to contend with the rapidly-changing situation. The result was the design of the SharePoint website whose goal is to help employees find the right support. The development possibilities it offers are based on personae or imaginary employees asking typical questions like “I am new to the role. How do I get up to speed?” or “I have been in the same role too long. How can I keep adding to my skills?”.

In the first quarter of 2020, Air France won the best Blended Learning program award and KLM won the best learning tech project in a commercial organization and the most innovative Blended Learning program award within the framework of the Brandon Hall Group Excellence Awards. These awards recognized the expertise of the Air France and KLM training teams in the creation of multimodal training programs, blending classroom based training and digital modules.

DEVELOPPING LEADERSHIP AND PERFORMANCE MANAGEMENT

KLM and Air France continue to offer talent and leadership programs like the Femmes de Talent training, the Women on Board program and other coaching programs, aimed at enabling high‑potential women to develop their skills within the Group and occupy senior management positions, joint financial programs with the HEC business school for future managers and Focus on the Future programs to project talents into the company’s future.

Since 2019, Air France has implemented its new continuous performance management learning program. This program is supported by a tool developed internally and is positioned as a management transformation lever. It is based on two key concepts: continuous performance management and multi‑evaluation. This new program has enabled the development of the feedback process to build employee skills and, consequently, enhance collective performance.

In the shift from performance management towards performance development, KLM created a new format and process for performance appraisals in a forward‑looking and appreciative approach with a focus on Talent, Performance and Development.

The aim is to help discover employees’ talents and their individual growth potential, and thus maximize everyone’s contribution to the company’s results.

A presentation on the strategy for retaining talented people and establishing succession plans was made to the Executive Committee in the autumn of 2020. People reviews are regularly organized to encourage transverse mobility and offer talented individuals attractive career opportunities. The Next Gen program, aimed at young executives, has been adapted to respond to the retention needs created by the crisis.

Key figures:

In 2020, Air France moved up nine places in the Glassdoor ranking of the best French employers.

As seen in prior years, KLM remains an employer of choice. The 2020 Intermediar Employer of Choice study showed that KLM is the number two employer of choice in the Netherlands, compared to its number one position in the previous year. The Randstad study, however, showed some decline in KLM’s appeal, the airline being ranked the fourth most attractive employer in the Netherlands for 2020 compared with its top ranking in 2019.

AIR FRANCE AND KLM VOLUNTEERS

Air France and KLM Volunteers programs play an essential role in case of a major event that could jeopardize the safety of our customers, our employees or our operations. These programs bring together 3,500 employees of Air France and 2,000 employees of KLM of different positions, skills, hierarchical levels and geographical locations.

The Volunteers training is periodically updated so that it corresponds to real conditions and foreseeable situations, for example, the pressure from social media in case of crisis.

In 2019, Air France and KLM developed a joint Care Team training course for the international stations. Either an Air France or a KLM trainer gives this training. In a period of 3 years, we will have trained all regions, after which the cycle starts all over again.

YOUNG PROFESSIONAL DEVELOPMENT

Despite the public health crisis and its financial impact on the company, Air France and KLM continue to fulfill our responsibilities towards young people entering the labor market.

In 2020, support for interns nearing the end of their contracts was if anything an even greater priority for the company. The resources in place were adapted to the situation and individual support prioritized in partnership with SODESI.

Remote workshops on job seeking techniques, building self confidence and starting a business were thus proposed to interns as of June. A dedicated website enabling them to access numerous job offers, training and internships but also training content was put at their disposal.

To attract and recruit young talents, Air France and KLM have close links with schools and universities. They are actively involved in attending university fairs, working on the development of business-education partnerships, and organizing student visits of company offices. 220 Air France volunteers have signed up for the role of University Relations Ambassador, representing and promoting Air France as an employer to potential candidates at their own former schools or universities. One of such actions were the video presentations now available on our Career’s site, where Air France’s young potentials talk about their roles within the company. The ambassador network also organized student hackathons, where original challenges were aimed at creating special links with students and recruiting new talents in the long term. The KLM Management Traineeships were adapted to the changing conditions due to Covid-19. Despite the current situation young top talents are finding their way within KLM and are using their skills to help create a more innovative, sustainable, people-orientated and efficient organization.

INTERNATIONAL STAFF

7,440 employees, accounting for 9.1% of Air France-KLM staff, are placed in international establishments at different local Air France-KLM offices.

Guided by the Air France-KLM Principles document, the Group’s companies apply local collective bargaining agreements, settled on with unions or other relevant parties, according to local standards.

Several initiatives took place :

  • The Sales Excellence Development Program for Air France and KLM is an example of employee experience, called ‘Our Journey”. After offering classroom training programs to Account Managers worldwide, a toolkit was developed to continue learning and development in their daily working lives, to take the next step in their Sales Excellence journey. This toolkit is packed with interesting, inspiring and diverse exercises on twelve topics to help put into practice what they have learned Individual, peer-to-peer and group exercises were also developed to learn on the job and together with colleagues.
  • When it comes to facilitating the dialogue within teams, WhatsUp is an important tool. For Commercial teams of Air France and KLM EPS polls have been introduced in the rest of the world.

© AIR FRANCE KLM