Quote:
Originally Posted by Irishblackbird
The company I worked for closed thier flight department, rather than sit around on a severance and let my skill set atrophy waiting for another corporate opportunity, I decided to give 121 a shot. I guess that makes me a poor decision maker, along with many airline/corporate pilots that have lost their jobs when a business ceases to exist or makes changes to its business plan.
Yep, seniority is how a union rewards time in service. I guess the same way they track the talent and worth of the many thousands of non-unionized CPA's, auditors, and analysts at the big four accounting firms, or the same way they do it for many thousands of non-unionized workers in IT at Google, Microsoft, and Apple. How about the thousands of pharmacist's that work in retail, or pharmaceutical companies? There are many large non-union businesses that are able to track and promote the performance and progress of their employees. It's not a new concept.
Enlighten us then, what metrics would you use to determine pilot pay? Number of sick calls? (Probably illegal and encourages people to fly when they’re sick). On time performance? (Enjoy getting paid less because you’re a reserve showing up to an already delayed flight or because you’re based somewhere with inefficient ATC or Deice). Fuel burn? (Enjoy seeing on time performance tank).
There already are performance based incentives in the form of profit sharing, because accounting for all the various factors that can cause an individual pilot to be more inefficient than another are next to impossible to quantify.
A pilot’s job, at the end of the day, is to show up on time, perform their duties in the allowed quick turn time, safely fly the airplane, and go home. 99.99999% of pilots do that every day. Whether one has a greasier landing than another has 0 impact on the comapny’s bottom line. The minuscule percent of pilots that are constantly causing delays can be dealt with individually