- Admin – Operations
- Lafayette, LA, USA
- Full Time
Reporting to the Director of Operations, assists HR Department with hiring pilot staff, establishes standard operating procedures in accordance with FAA regulations and PHI policies, and acts as a liaison with the helicopter industry and the FAA.
Note: This job is a “Required” position I.A W FAR 119.
ESSENTIAL DUTIES & ACCOUNTABILITIES:
- Ensure that the pilot staff is appropriately trained and qualified to perform their assigned duty position.
- Generally supervises the Managers of Standardization in basic function of managing the training department, its staff and the training programs.
- Verifies pilot records are accurate and up to date to include certificates, medicals, training forms, pilot history, current duty assignment and all other required documents.
- Prepare and obtain FAA approval of operational documents such as passenger briefing cards, aircraft check lists and minimum equipment costs.
- Generate and revise the General Operations Manual and its associated documents in accordance with FAA and PHI Policies and Procedures, and coordinate efforts to place new aircraft on the operating certificate.
- Review the Federal Register regularly and inform the Director of Operations and other key personnel of significant changes in FAA or other air regulations, which might impact PHI Operations, and coordinate PHI responses to Operational Rule changes.
- Assists with the pilot hiring process with the Director of Human Resources, Director of Operations, and the business unit managers and conduct interviews as necessary.
- Perform as a member of OLT and administer Just Culture, if necessary, for violation of company policies, procedures, or FAA regulations.
- Plan and review the budget for the Chief Pilot’s office and training in coordination with the Managers of Standardization.
- Maintain a suspense file of current exemptions, letter of agreement, and other time sensitive documents and ensure their currency.
- Establish and maintain liaison with customers, the FAA, aircraft manufacturers, industry groups and others to ensure our knowledge of, and compliance with the most current methods, practices and rules regarding flight operations.
- Participate in the Strategic Planning Process.
- Maintain operations specifications.
- All other duties as assigned.
- College Degree Preferred.
- Airline Transport Pilot Helicopter Certificate.
- Current FAA First Class Medical.
- 3 years of experience as pilot in command in FAR 135 operations, any other requirements in accordance with current FAR Part 119.
- Good organizational skills.
- Computer skills preferable.
- Current and qualified on an aircraft in fleet.
• 5 & 2
• Lafayette, LA
ORGANIZATIONAL CORE COMPETENCIES:
1) 1) Safe – We are absolute in our belief in the tenets of Destination Zero and that Zero is not only achievable, but the only acceptable outcome.
2) Efficient – We are focused on outcomes that are smart and responsible by making the best use of our resources to maximize overall productivity as a high performing organization.
3) Quality – We are committed to ensuring excellent organizational performance, which produces sustainable and reliable outcomes.
4) Service – We are dedicated to the service of our customers, our communities and each other.
1) Drive & Energy – Effective performers have a high level of energy and the motivation to sustain it over time. They are ambitious and passionate about their role in the organization. They have the stamina and endurance to handle the substantial workload present in today’s organization. They are motivated to maintain a fast pace and continue to produce even in exhausting circumstances.
2) Functional/Technical Expertise – Effective performers are knowledgeable and skilled in a functional specialty (e.g., finance, marketing, operations, information technologies, human resources, etc.). They add organizational value through unique expertise in a functional specialty area. They remain current in their area of expertise and serve as a resource in that area for the organization.
3) High Standards – Effective performers establish and model standards that guarantee exceptional quality and necessary attention to detail. They continually seek to improve processes and products, and they hold staff accountable for quality. They find best practices, share them, and then improve upon them.
4) Initiative – Effective performers are proactive and take action without being prompted. They don’t wait to be told what to do or when to do it. They see a need, take responsibility and act on it. They make things happen.
5) Integrity – Effective performers think and act ethically and honestly. They apply ethical standards of behavior to daily work activities. They take responsibility for their actions and foster a work environment where integrity is rewarded.
6) Conflict Management – Effective performers recognize that conflict can be a valuable part of the decision-making process. They are comfortable with healthy conflict and they support and manage differences of opinion. They thwart destructive competition or friction and use consensus to debate and resolve issues.
7) Mission Focus – Effective performers understand and support the organization’s mission – its core purpose for being. They believe in the mission, value it, and are committed to it. They communicate it to staff, stand behind it, and interpret its applications for others. They frequently refer to the mission and incorporate it into daily activities.
8) Positive Impact – Effective performers make positive impressions on those around them. They are personable, self-confident, and generally likable. They are optimistic and enthusiastic about what they do, and their excitement is contagious. They energize those around them.
9) Problem Solving & Decision Making – Effective performers are able to identify problems, solve them, act decisively, and show good judgement. They isolate causes from symptoms, and compile information and alternatives to illuminate problems or issues. They involve others as appropriate and gather information from a variety of sources. They find a balance between studying the problem and solving it. They readily commit to action and make decisions that reflect sound judgement
10) Team Player – Effective performers are team oriented. They identify with the larger organizational team and their role within it. They share resources, respond to requests from other parts of the organization, and support larger legitimate organizational agendas as more important than local or personal goals.
11) Customer Orientation – Effective performers stay close to customers and consumers. They view the organization through the eyes of the customer and go out of their way to anticipate and meet customer needs. They continually seek information and understand market trends.
12) Leader Identification – Effective performers identify with the role of leader and enjoy positions of responsibility and the exercise of authority. They understand that management is a distinct vocation and choose to be in a leadership position.
13) Talent Management – Effective performers keep a continual eye on the talent pool, monitoring skills and needs of all team members. They expand the skills of staff through training, coaching, and development activities related to current and future jobs. They evaluate and articulate present performance and future potential to create opportunities for better use of staff abilities. They identify developmental needs and assist individuals in developing plans to improve themselves. They stay proficient in appropriate talent management processes, including best practices for prospecting, recruiting, selection, orientation, and succession management.
14) Team Management – Effective performers create and maintain functional work units. They understand the human dynamics of team formation and maintenance. They formulate team roles and actively recruit and select to build effective workgroups. They develop and communicate clear team goals and roles, and they provide a level of guidance and management appropriate to the circumstances. They reward team behavior and foster a team atmosphere in the workplace.
15) Organizing & Planning – Effective performers have strong organizing and planning skills that allow them to be highly productive and efficient. They manage their time wisely and effectively prioritize multiple competing tasks. They plan, organize, and actively manage meetings for maximum productivity.
16) Results Orientation – Effective performers maintain appropriate focus on outcomes and accomplishments. They are motivated by achievement and persist until the goal is reached. They convey a sense of urgency to make things happen. They respect the need to balance short- and long-term goals. They are driven by a need for closure.
17) Business Thinking – Effective performers see the organization as a series of integrated and interlocking business processes. They understand general business concepts that govern these systems and their interfaces. They create and / or realign these systems in response to changing business needs. They understand that a change in one process can have dramatic and unintended impact across the entire organization. They are adept at using these interdependencies to synergistic advantage
18) Influence – Effective performers are skilled at directing, persuading, and motivating others. They are able to flex their style to direct, collaborate, or empower, as the situation requires. They have established a personal power base built on mutual trust, fairness, and honesty.
19) Delegation – Effective performers willingly entrust work to others. They provide clear guidelines, monitor, redirect, and set limits as needed. They provide challenging assignments whenever possible, sharing the authority and providing resources and support that empower others to meet their expectations.
20) Strategic Thinking – Effective performers act with the future in mind. They plan and make decisions within the framework of the enterprise’s strategic intent. They know and understand the factors influencing strategy (e.g., core competence, customers, competition, and the organization’s current strengths and limitations). They consider future impact when weighing decisions. They constantly think in terms of expanding the business and are always looking for new ways to grow and achieve competitive advantage.
21) Visioning – Effective performers are imaginative. They are able to create a vision of a preferred future for their teams. They communicate it clearly and enthusiastically in such a way that others are attracted to it. They are able to bring the vision to life for team members.
The above Statements are intended to describe the general nature and level of work being performed by people assigned to this classification. They are not intended to be construed, as an exhaustive list of all responsibilities, duties, and skills required of personnel so classified.
PHI, Inc. is an Equal Employment Opportunity and Affirmative Action Employer.
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