FLiGHT TecHniciAn (mecHAnic)
3. Effective: Doing a respectable job in present assignment; performance may range from adequate to good 2 Marginal: Developing slowly or evidences limitations in handling present duties; improvement needed.
1. Inadequate: Unsatisfactory at present time. Major improvement required.
1. Accomplishments: 1 2 3 4 5
Does the job get done? q q q q q
How much useful work does the employee turn out in relationship to others? q q q q q
Is the employee able to get out special work when needed? q q q q q
Is the work output of the employee and subordinates of high quality and accuracy? q q q q q
Explanation
2. Technical Competence: 1 2 3 4 5
Does the employee possess the required skills necessary for this position? q q q q q
Does the employee have technical knowledge of related areas? q q q q q
Explanation
3. Communications: 1 2 3 4 5
Is the employee able to express ideas effectively? q q q q q
Is the employee concise? q q q q q
Is the employee an effective listener? q q q q q
Explanation
4. Planning and Organization: 1 2 3 4 5
Does the employee budget time or get bogged down in routine, lost in details? q q q q q
How does the employee operate under pressure? q q q q q
Is the employee’s work planned and organized? q q q q q
What is the employee’s actual performance as compared to established target? q q q q q
Explanation
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Figure 1.7: Sample Performance Evaluation Sheet (cont.) Numbers 5 and 6 are to be completed for supervisory personnel
5. Leadership: 1 2 3 4 5
Does the employee have the respect of the employees in the department? q q q q q
Does the employee motivate these people to do their jobs effectively? q q q q q
Does the employee show a real concern for developing these people? q q q q q
Does the employee show respect for the rights, feelings and welfare of others? q q q q q
Do the people in the employee’s peer group respond and cooperate? q q q q q
Explanation
6. Safety and Housekeeping: 1 2 3 4 5
Does the employee set an example for others? q q q q q
Does the employee take steps to institute good safety and housekeeping practices? q q q q q
Explanation
Strengths and Weaknesses:
1. What do you consider the employee’s greatest strengths to be?
2. What do you consider the employee’s greatest deficiency to be?
Developmental Potential:
1. Outline your development plans for the employee:
Employee Comments:
Supervisor’s Signature Date
PiLoT RecoRds imPRovemenT AcT
The Pilot Records Improvement Act (PRIA) was enacted pri- marily as a result of certain airline accidents attributable to pilot error. The accident investigations found that although the pilot or pilots had a history of poor performance, their backgrounds were not investigated by the current employ- ers. As an FAR Part 91 corporate or business operator, the PRIA does not apply to you in the hiring phase. However, after a pilot leaves your employ, if requested, you are required to pass along specific records (listed below) for that expilot. Operators that fly either full-time or part-time under FAR Part 135 are required to gather specific past records of a new pilot within 90 days of hiring the person. The new Part 135 employer must request and receive records from any- one who has employed the applicant as a pilot during the past five years. This request must include a signed written consent of the pilot applicant. The consent immunizes the former employer from any Federal, state, or local lawsuits brought by the pilot, unless the information provided is intentionally false.
Former employers (including Part 91 operators) must, within 30 days after receiving the request, provide records pertaining to (a) training, qualification, proficiency, or profes- sional competency of the pilot; (b) any disciplinary action that was not subsequently overturned; (c) any release from employment or resignation, termination, or disqualification with respect to employment; and (d) any FAA-mandated al- cohol and drug testing program results. For further informa- tion see Advisory Circular 120-68.
1.10. Pilot Logbooks
Each pilot is required by FAR Part 61 to ensure proper certification and currency to exercise the privileges for each type of operation in which they participate. Addition- ally, since pilots are controlled by the aviation department through scheduling, the chief pilot should oversee pilot qualifications and currency to ensure compliance with both Federal regulations and company policies.Management may accomplish this through required reports from crew- members or from a separate database maintained incident to recording flight operations information.
Currency items to track include:
• Pilot in command (PIC) proficiency checks • Flight evaluations
• Required training
• Takeoff/landing (including night) • Actual instrument time and approaches • Date and class of last FAA medical
• Additional qualifications (international,MNPS, CAT II, external load, etc.)
1.11. Salaries and Fringe Benefits
The company human resource department and the flight department manager/chief pilot (FDM/CP) have the respon- sibility to develop a salary framework that fits into the com- pany’s salary structure and adequately compensates avia- tion department personnel. This is an important function of the FDM/CP to ensure that human resource personnel fully understand and appreciate the unique qualifications and work performance required of flight department personnel. NBAA publishes an annual Compensation & Benchmark survey. The survey is based on information provided by NBAA Members and presents information in a way that ensures confidentiality. The salaries are broken down by type of certificate, seniority with company, years in current position, age, industry group and other factors. Additionally, the FDM/CP may want to review other salary survey instru- ments available through various aviation industry sources. The following positions are included in the NBAA Compen- sation & Benchmark survey:• Aviation department manager (non-flying) • Aviation department manager (flying) • Chief pilot • Senior captain • Captain • Copilot • Manager of maintenance • Maintenance foreman
• Airframe and powerplant (A&P) maintenance technician • Maintenance technician helper
• Avionics technician • Scheduler
• Dispatcher (licensed) • Flight engineer • Flight attendant • Line service personnel
Most aviation department employees are covered by the company benefit programs. Such programs generally in- clude vacations, sick leave, leave of absence, insurance (e.g., accident, health, travel, disability), and retirement, and may also include bonuses, stock options, profit sharing and other benefits. Two such items are of particular interest to flightcrew members: (1) early retirement and (2) short-term disability programs.
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1.12. Pilot Retirement Considerations
The “ideal” retirement age for business aircraft pilots is subject to debate and is of interest to both pilots and management alike. In 1986, Federal legislation was passed declaring that there can be no mandatory retirement age for employees. There have been numerous legal challenges to corporate flight department policies requiring pilots to retire at age 60, and there now are very clearly established legal precedents stating that companies may not require pilots to retire at age 60. The wording of FAR Section 121.383, stat- ing a pilot age 60 or over may not serve as a pilot in airline operations, does not serve as legal precedent for any flight department operating under FAR Part 91.Additionally, Equal Employment Opportunity law requires that all employees be treated the same, regardless of age, unless there is a bona fide qualification (BFQ) that requires them to be so treated. The law implies that pilots over age 60 may not be required to submit to any additional medical tests or checks that are not required of pilots under age 60. It is very difficult to prove BFQ, and there currently are no statistically correlative data that prove pilots over age 60 are any less qualified medically to continue piloting aircraft. With the current regulatory environment, stipulations of the company’s retirement program, and physical limita- tions that may affect pilot performance, it may be difficult for management to administer a specific retirement plan for its pilots. Establishing an exception to a basic plan in an equitable manner may not seem fair to other employees. Therefore, though they may not stipulate by formal policy that a pilot must retire by age 60, many flight departments have instituted pilot retirement plans that provide financial incentives adequate enough to encourage pilots to retire by age 60.
Retirement programs are as varied as the companies that provide them. Some companies keep pilots on the same retirement plan as other corporate employees. Some com- panies with mandatory retirement ages earlier than age 70 also provide additional compensations.
The following compensation policies were among those reported to NBAA:
• Place the pilot, if qualified, into another position within the company
• Credit additional years of service to bring a pilot up to normal retirement benefits
• Add additional “points” to the pilot’s retirement program • Continue to provide health and insurance benefits • During those years between a pilot’s “early” retirement
and age 62, pay the pilot what Social Security pays pilots who actually retire at age 62
• Pay all or part of a pilot’s actual salary between retire- ment and age 62
• Raise the salary to the maximum
• Award a two-year severance pay as salary continuation • Pay a salary equal to three years salary for the five years
between age 60 and age 65
• Pay double the retirement pay until age 62
• Pay the early retiree the same early retirement allowance as other employees retiring at age 62 with level of pay- ment continuing to age 65
• Pay 60 percent of base pay until retired at age 62, or 100 percent of annuity at age 55, or 53 percent of annuity at age 50 with 10 years service
• Award 85 percent of present salary for five years, at age 60, then revert to full pension pay
• Pay full salary for two years for non-working capacity • Pay 100 percent of retirement benefit at age 60 and 9
percent of last annual salary additional for life • Pay additional 12 months salary on retirement • Pay 85 percent of pension at age 60 that would have
been paid at age 65
The particular retirement approach taken by flight depart- ment management should reflect careful consideration of current legal, human resource and corporate policy.
1.13. Pilot Disability Considerations
Many companies have disability policies for all employees. The flight department manager/chief pilot (FDM/CP) should ensure that the disability policy adequately and fairly covers pilot employees.If a physical ailment arises that is sufficient to ground the pilot, but not sufficient enough to prevent gainful employ- ment, another position within the flight department or company structure may be the answer. However, a pilot who has no other employable skills may require retraining and may have to adjust to a different job/career and pay structure, possibly outside the company. The disability policy should be broad enough to cover training and outside placement if required.
1.14. Loss of License Insurance
Loss of license insurance also is known as salary continu- ance and provides funds for the short term rather than the long term. Use of loss of license insurance should be coordinated with company human resource personnel. This coverage is subject to change or cancellation depending on loss ratios. NBAA offers a specially designed loss of license insurance program for all Association Members.
1.15. Aviation Department Maintenance
Personnel
The following positions may be found in the aviation depart- ment. The size of the department and number of aircraft determines the requirement for these positions. As with the flight personnel requirements described in this guide, the following guidelines can be adjusted and adapted to each unique operation, considering number and type of aircraft, number of existing maintenance personnel and their quali- fications, previous experience and qualifications of the new person.