Robyn Polson v Air Canada
[2023] FWC 3481
•28 DECEMBER 2023
| [2023] FWC 3481 |
| FAIR WORK COMMISSION |
| DECISION |
Fair Work Act 2009
s.739—Dispute resolution
Robyn Polson
v
Air Canada
(C2023/3992)
Kylie Morton
v
Air Canada
(C2023/4001)
| DEPUTY PRESIDENT EASTON | SYDNEY, 28 DECEMBER 2023 |
Alleged dispute about any matters arising under the enterprise agreement and the NES;[s186(6)] – classifications under the Airline Operations – Ground Staff Award 2020 – Clerical, administrative and support stream – whether the Applicants were correctly classified under the Award.
Ms Robyn Polson and Kylie Morton are employed by Air Canada as Concierge Agents at Sydney International Terminal. From 2014 onwards the Applicants were paid at Level 8 of the clerical administrative and support stream of the Airline Operations – Ground Staff Award 2020. When the Applicants returned to work in December 2021 after COVID-19 they were advised that an error had been made and that the correct classification was Level 4. The Applicants firmly believe that Level 8 is the correct classification.
The Applicants have brought their dispute to the Commission because their attempts to resolve the matter with the employer have not been successful. The dispute resolution procedure in the Airline Operations – Ground Staff Award 2020 (the Award) allows parties to refer such matters to the Commission for conciliation and, if by consent, arbitration (clause 34). Air Canada consented to the dispute being arbitrated.
The work performed by the Applicants does not appear to have substantially changed since 2014. That said, the tasks they might be called upon to perform in any one shift might vary dramatically according to the assorted and even peculiar challenges that arise from time to time.
The dispute that fits within the Commission’s jurisdiction is about a matter under the Award, being the correct classification of the Applicants. At the heart of the dispute is something more: in 2014 Air Canada decided for whatever reasons to pay the Applicants at Level 8 under the Award and ever since the Applicants have understandably believed that they were properly classified at Level 8. There are very few staff directly employed by Air Canada in Sydney and the Applicants are often the human face of the airline in Sydney in trying and difficult circumstances. The Applicants’ genuinely held expectation is that they are equivalent to Level 8 supervisors even though they do not supervise other employees. The Applicants said:
“We have reviewed the Award Classification levels A.2.6 Level 4 and A.2.10 Level 8 and evaluated our current duties, responsibilities we should still be on level 8.
Air Canada in Sydney is a very small team, we lack support from other stations as we are 16hrs flight away from the nearest [Air Canada] support office and because of the time difference we are quite often on our own to sort out many issues with tickets, rebooking’s, delays, diversions, oversales, in-operative seats, downgrades / aircraft, crew, cleaners, ground staff shortages, Bay allocations, weather related issues …….
Because of our small team, all staff were trained to relieve in positions of check-in supervisor, ramp supervisor and cover roles held by country operations manager/ station manager.
Air Canada choose to award level 8 as these roles were covered on a regular basis and all staff were not given higher duties allowances to full fill these roles.
We have many examples of times where we have had to step into Supervisory roles and coordinate the Sydney operation.”
The history and correspondence between the parties is very relevant to the wider dispute (being whether or not Air Canada can and should depart from their longstanding approach to pay the Applicants at Level 8) but is only peripherally relevant to the matter the Commission can deal with (being the correct classification under the Award).
In this context I will only briefly summarise the history of the dealings between the parties:
(a)Ms Polson has worked for Air Canada for more than 26 years and Ms Morton has worked for Air Canada for 13 years;
(b)in 2013 or 2014 there was a dispute about the correct award classification concierge and other staff;
(c)Australian Industry Group provided brief advice to Air Canada on award coverage and said the following regarding the concierge role:
Position Modern Award Coverage Modern Award Classification Concierge Airline Operations – Ground Staff Award 2010 [MA000048] Level 2 -Airline Industry – clerical, administrative and support stream
(d)on 17 December 2014 the General Manager Australia and New Zealand wrote to the Applicants in the following terms:
“Air Canada mandated Australia Industry Group (AIG) to review all operational position classifications at Air Canada and to establish appropriate award placement, based on current job description, duties and industry comparison.
Further to the assessment, your position will now be moved to the Airline Industry-Clerical, Administrative and Support Stream, under the Airline Operations Ground Staff Award 2010. This will apply to all current employees that hold the same position or any new employees commencing their employment as Concierge – Airport @ 01 January 2015 in Sydney Australia.
You will maintain your existing classification at Level 8. Consequently, your basic salary will not be changed as a result of this reclassification.”
(e)between 2014 and 2020 the Applicants were paid at least the Award rate for Level 8;
(f)in 2020 the Applicants were stood down because of the impact of COVID-19 on global airline operations;
(g)the Applicants resumed work in December 2021;
(h)since at least September 2022 the Applicants and Air Canada have been in dispute about whether the Applicants are properly classified as Level 4 or Level 8. In October 2022 Air Canada wrote to the Applicants in terms including the following:
“We have checked the history of the hourly rates of the award system and when you returned to work in December 2021, the minimum hourly rate for your award level was AUD 26.26. Your salary when you returned was paid based on an hourly rate of AUD 29.52, so already above the actual hourly rate at that time.
In addition to this, we have raised your salaries by 2.1%. effective September 5th, 2022, and rounded up, so your new hourly rate after hours visit was established at AUD 30.19.
In October 2022 the minimum hourly rate was increased to AUD 27.46 which is still below the hourly rates we pay. Therefore, there won’t be any further increases with the latest Award update.”
the interactions between the Applicants and Air Canada culminated in Air Canada’s email of 4 January 2023 which included the following:
“We have done our internal research regarding salary and level adjustments that happened in 2014 and so far, our findings are that the grouping to level 8 was incorrectly granted back then. As you might remember, level 8 is the highest level in the Australian Award system with a supervisory role which do not mate the duties of a Concierge.
…
After discussing the matter internally with different stakeholders, we need to correct this mistake made in the past. Please be assured that this level change does not affect your actual salary levels, they remain as is, but the level needs to be adjusted to level 4 to be in line with the structure in Australia. I would be more than happy to share the tasks and duties of a level 4 employee if you wish.”
(j)on 18 August 2023 the Australian Industry Group Workplace Lawyers provided further advice regarding the award coverage. Air Canada waived privilege and provided the advice to the Applicants. The advice was more detailed than in 2014 but to the same effect: that the Applicants were most likely classified at Level 4 of the clerical, administrative and support stream of the Award. The advice was based upon a job description provided by Air Canada.
Through exchanges of emails and conferences the parties have not been able to resolve the dispute about whether Level 8 is the appropriate minimum classification or whether Level 4 or some other level is the appropriate minimum level.
The Hearing and the Evidence
After three Conciliation conferences it became clear that the matter was not able to be resolved by agreement. Directions were made to list the matter for a hearing in order to allow an arbitration to take place. Both parties filed material ahead of the hearing but the material filed by both parties intermixed the evidence and submissions. Most times in Commission proceedings this intermixing can be worked through without causing either party prejudice or procedural unfairness, however it was not practically possible to delineate the materials in this way.
As a result the arbitration hearing proceeded in a relatively informal way. Air Canada’s representative was able to ask questions of the Applicants, in a manner similar to cross examination but without the formality of having each applicant separately give evidence under an oath or affirmation.
One of the reasons that this relatively informal approach was taken was that Air Canada’s materials did not sufficiently delineate between evidence and submissions, not least because there was not a person or persons identified in Air Canada’s material who could be understood to be giving evidence on behalf of Air Canada. This might have been significant in different circumstances if the Applicants wanted to materially challenge Air Canada’s filed materials. Because there was no identified person or witness whom the Applicants could cross examine, I was content to facilitate the parties asking each other questions in a less formal manner than cross examination.
The Evidence and materials: The Duties Performed by The Applicants
For nine months of the year there is one flight per day from Canada to Sydney, and for three months of the year there are two flights per day. There are only a small number of Air Canada employees in Sydney and an even smaller number who work at the airport. The Respondent engages Dnata to provide cargo, baggage and passenger handling services in Sydney including passenger check-in.
Air Canada relied on a Job Description document. The Applicants had never seen the document before it was filed in the proceedings and nobody in Air Canada’s camp sought to explain the origins of the document (author, date it was prepared, information from which it was compiled). I have treated the job description document as a submission by Air Canada, essentially being a list of what Air Canada says were the Applicants’ key duties, rather than a document that has any separate evidentiary value.
The job description document filed by Air Canada said the following:
"JOB DESCRIPTION
CONCIERGE AGENT
1. MAIN DUTIES AND RESPONSIBILITIES
The primary focus and responsibilities of the Air Cananda Concierge Agent is to provide personalized service, recognition and attention to detail to Aeroplan Super Elite 100K, other top tier members and Signature class customers in the airport environment. (Arrivals, check-in, departures, transfers and lounges).
The concierge agent must pay particular attention to our AC VIP customers’ needs and provide excellent service at all times, in line with the customer service guidelines and the corporate safety rules. He / She must be able to solve all kinds of problems and know who and how to ask for assistance. By developing professional, positive relationships with our most frequent customers, the concierge will help develop brand loyalty.
In particular, the concierge agent is required to:
· Be present at Check-in to greet and acknowledge premium customers and escort to the Lounge if required
· Assist at Flight arrivals / Flight departures with premium customers’ concerns i.e. assisting with ticketing, upgrades, connections, baggage retrieval and any last-minute arrangements.
· Assist at Gates with boarding premium customers
· Meet and acknowledge premium customers at the Lounge
· Liaise with the 24 / 7 Concierge Desk when required
· Network with other Global Concierge Agents at other Stations and with local representatives (Hotels, OAL’s)
· Provide solutions for premium customers, in case of irregular operations
· Maintain daily reports on the concierge activities, log problems and follow through when required
· Liaise with Concierge groups to provide support / assistance in dealing/handing with high profile/premium customers
2. REQUIRED APTITUTES AND SKILLS
· Impeccable social manners
· Excellent Customer services skills and commercial sense
· Excellent professional appearance and grooming standards
· Strong interpersonal skills
· Ability to work in a multicultural environment and demonstrate diplomacy & courtesy
· Strong written and oral communication skills
· Ability to prioritize and plan daily workload according to the demands of the operation
· Strong ability to solve problems and find solutions, in line with the corporate guidelines and policies
· Solid ability to work using own initiative
· Ability to work well within a team
· Strong knowledge of AC product and procedures
· Ability to adapt to various situations and changing procedures
3. JOB PREREQUISITE
· Excellent knowledge of English and French (written and oral) – the knowledge of additional foreign languages is an asset
· Internet, emails, Word; Excel proficiency and use of ALTEA reservations system
· Ability to travel (seminars, training, etc.)
· Obtain an airport pass
· Wear AC uniform according to the Air Canada uniform and grooming policy
· Comply with Airport security and safety rules
· Degree / Diploma in Tourism is an asset
· Experience in a similar role is an asset
· Ticketing knowledge is an asset
· Right to live and work in the country
Shift work is required (including on weekends and public holidays) as can be overtime in case of irregular operations
Schedule changes can happen depending on service needs (e.g. irregular operations, reduced headcount, etc.)
Night work can be required depending on the flight schedules decided by the company
Permanent Part-Time position (20hrs/week) based at … Airport”
The Applicants said that the document is incomplete and that their duties on any one day necessarily encompass a potentially broader range of tasks. The Applicants also said their jobs have become harder since COVID because now there are only four employed at the airport instead of seven. Similarly they said that their work is not confined to premium passengers and “if there is a there's nobody else on shift, or even if there is someone on shift, if there's a problem that happens on the ramp and we're the only ones upstairs … it is not unusual for concierge to be required to do other jobs … There's no one else in a uniform. Everything is directed to go and see that lady over there in the Air Canada uniform.”
The Applicants provided examples of the kinds of matters that they might be called upon to deal with:
a Captain who refused to undertake a body scan at the security gates;
(ii)accumulated baggage because Dnata was short staffed when operations recommenced; and
irate passengers and the like.
Because there are less staff in Sydney the range of matters that the Applicants might be called upon to deal with is quite large. There is an Airport Manager in Sydney and also a Customer Experience Manager. The Applicants said their direct manager Kelvin Ogunjimi (Manager, Concierge and Premium Customer Experience) is based in London and estimate that they call him for assistance two or three times per year.
The Applicants relied on Air Canada’s internal training system that required them to complete managerial modules and also an email received in December 2022 regarding training a new hire concierge.
To match the descriptors for level 8 the Applicants said their duties involve the following:
“Knowledge: broad knowledge of systems procedures and policies for Air Canada, Star Alliance, sales- ticketing, baggage, operations, crewing, medical, IT related issues, e.g. developing outage procedures for station, SAT special assistance team training and management,
SMART 4 AVIATION TOOLS training
SERP – Emergency response training each of us having over 28 years aviation experience.
Mental: Exercising of reasoning and judgement / initiative and discretion and able to problem solve.
After 20-30 years of working in different areas of aviation, covering long delays, irate passengers, in experienced staff problems, having to diffuse situations with crew and ground handler e.g., crew refusing to talk to a gate agent as was inappropriate in front of passengers.
Daily problem solving for delays, individual Super Elite members with missed connections, onward bookings, irregular operations, customer relations, downgrades etc.
Social: Interaction with staff / customers/ external departments:
With being a small team and only AC operational staff that are required to work sometimes 2 weeks straight and be able to handle such issues as passengers with refusal to wear masks, crew refusing to talk with our ground handlers Dnata,
Briefing premium check in and arrival agents also with lounge staff Air New Zealand and Singapore.
Co-ordinating with Gate gourmet for SE meal requests. Cleaners being late and having to chase for tight turn, engineers calling to advise of aircraft issues/ broken seats.
Virgin Australia / Qantas for domestic connection rebooking’s or VIP special requirements.
Physical
Keyboard and computer skill.
Our daily job requires our thorough knowledge or Air Canada systems, Excel, word, email, updating our own computers as very little IT assistance in Australia.
Responsibility
Responsible for improvements and ensuring inaccuracies do not occur and due to in depth knowledge are able to suggest improvements in the area of work.
We are involved in staff selection for premium check-in counters, their suitability and knowledge for Air Canadas premium customers. As we are a small group and need to sometimes delegate duties to ground handler if we are on arrival and departures needing assistance.
Supervisory
We are required to brief ground handlers for signature class and SE issues and coordinate problems that may occur with our aircraft having inoperative seats and down grade of equipment. Often coordinating tight turnarounds or accommodating passengers who have been mishandled.”
The Applicants agreed at the hearing that they do not supervise Dnata staff, although they must liaise with Dnata’s staff and supervisors when issues arise.
The descriptors in the award
It is not helpful to examine one classification level descriptor in isolation - to do so would not properly consider the terms used in the classification definitions in their particular context.
Schedule A of the Award is divided into three streams: aviation transport workers stream (A.1), clerical, administrative and support stream (A.2) and maintenance and engineering stream (A.3). All of the classification definitions in the clerical, administrative and support stream are reproduced at the end of this decision (Annexure A).
Part A.2 contains a helpful pre-amble that explains how the characteristics, typical duties and competency and skill levels for each classification are to be applied:
“A.2.1 The classification criteria in this schedule provide guidelines to determine the appropriate classification level of persons employed pursuant to this award. In determining the appropriate level, consideration must be given to both the characteristics and typical duties/skills. The characteristics are the primary guide to classification as they indicate the level of basic knowledge, comprehension of issues, problems and procedures required and the level of supervision or accountability of the position. The totality of the characteristics must be read as a whole to obtain a clear understanding of the essential features of any particular level and the competency required. The typical duties/skills are a non-exhaustive list of duties/skills that may be comprehended within the particular level. They are an indicative guide only and at any particular level employees may be expected to undertake duties of any level lower than their own. Employees at any particular level may perform/utilise one such duty/skill, or many of them, depending on the particular work allocated.
A.2.2 The key issue to be looked at in properly classifying an employee is the level of competency and skill that the employee is required to exercise in the work they perform, not the duties they perform per se. It will be noted that some typical duties/skills appear in more than one level, however when assigning a classification to an employee this needs to be done by reference to the specific characteristics of the level. For example, whilst word processing and copy typing are first specifically mentioned at Level 2 in terms of typical duty/skill, it does not mean that as soon as an employee operates a word processor or typewriter they automatically become Level 2. They would achieve a Level 2 classification when they have achieved the level of skill and competency envisaged by the characteristics and the relevant indicative duty(ies)/skill(s) of a Level 2. Level 1 in this structure is to be viewed as the level at which employees learn and gain competence in the basic clerical skills required by the employer, which in most cases would lead to progression through the classification structure as their competency and skills increase and are utilised.
[Emphasis added]
There is no dispute that the Applicants are working in the clerical, administrative and support stream. The eight levels within the classification structure describe competencies, skills, characteristics and duties across a scale. The Award sets minimum rates of pay for each level and the task is to decide which level best aligns with the Applicants’ competencies, skills, characteristics and duties.
The levels, insofar as they might apply to the Applicants, can be very loosely described as follows:
(a)Level 1: recruits who have limited experience, entry level;
(b)Level 2: sufficiently experienced workers who are able to carry out their assigned tasks under general direction, who may be required to exercise limited judgment and initiative within a range of their skills and knowledge. Level 2 employees might work at a check-in counter or a customer service desk and might report and trace lost luggage;
(c)Level 3: workers who may perform specialist tasks with scope to exercise limited initiative, discretion or judgment, and require only general guidance and who might give assistance to level 1 or 2 workers and who may perform “functions at customer service desk including flow forward, standby, upgrades, and implementing delay handling procedures with limited or no guidance”;
(d)Level 4: workers with employer or industry knowledge sufficient to give advice or information to the employer and clients, working under limited guidance or direction and exercising initiative, discretion and judgement at times and whose work might include training employees at Levels 1-3, handling sensitive enquiries with tact and discretion, and resolving customer complaints;
(e)Level 5: workers who are subject to only broad guidance and direction, with higher specialist knowledge and experience, who might resolve operational problems or monitor and counsel other staff. Level 5 workers exercise initiative, discretion and judgement at times and might co-ordinate a customer service team and/or might provide reports for management on staffing or other company activities;
(f)Level 6: workers have complete knowledge of an area of specialisation, exercising judgment, reasoning, initiative and discretion. Level 6 workers are generally unsupervised and accountable for their own work;
(g)Level 7: workers are very similar to level 6 but are able to liaise with and consult other sections of the organisation and/or external organisations to resolve a problem and/or might be “first level supervisors”; and
(h)Level 8: workers with advanced supervisory skills, a broad knowledge of systems, procedures and policy, exercising reasoning, judgment/initiative, discretion and who are able to problem solve.
In general terms Levels 1 to 4 cover employees performing duties with increasing discretion and initiative, and decreasing supervision. Levels 5 to 8 are distinctively more senior and tend to involve co-ordination or supervision of others and/or advanced specialist skills or knowledge.
Consideration
As can be seen from the above summary, there is a reasonably clear progression within the classification structure from the lowest to the highest level. The progression is not linear, nor could it be, and understandably there is some overlap between the levels in some areas.
The task is not easy in this matter because the materials provided by the parties are not particularly precise.
In my view Levels 1 to 3 can be quickly ruled out. Quite obviously neither applicant is a new recruit (Level 1) and it cannot be said that they exercise limited judgment and initiative or are equivalent to a worker at a check-in counter or a customer service desk (Level 2 or 3). There is some overlap between the Applicants’ duties and more complex functions that might be performed at a service desk (Level 3) but the Applicants do not exercise only limited initiative, discretion or judgment to perform those functions.
I am not satisfied that the Applicants perform supervisor duties. I accept that they might need to liaise with Dnata's supervisors about the work of Dnata’s check-in or ground handling staff, but those tasks do not equate to supervisory tasks.
I do not see that Levels 5 to 7 exclusively apply to supervisors. For example a worker might have superior knowledge of their area of specialisation that would make them level 5, 6 or 7 without having supervisor responsibilities. Level 8 almost completely refers to supervisory functions, although there is some slight blurring of the lines between supervising others and being responsible for particular areas of work.
Most if not all of the duties the Applicants perform fit comfortably within Level 4. the Applicants are very experienced in their role and there is no dispute that they have accumulated significant employer and industry knowledge over their lengthy employment.
The Applicants’ direct line manager is in London. They undoubtedly work under limited guidance or direction and they only report to more senior staff as required.
It is very clear that that they exercise initiative, discretion and judgment in the performance of their duties and there is evidence that they were involved in the training of a new recruit as recently as 2022.
The two main reasons why the Applicants say they are Level 8 are (1) the fact that Air Canada paid them at Level 8 from at least 2014 until 2020 and (2) because of the size of the Sydney outpost and the significant variety of tasks that they might be called upon to do because of the small team at Sydney airport.
The fact that Air Canada paid the Applicants at Level 8 for several years does not affect the proper classification under the Award – the Levels in the Award are set only by reference to the characteristics, typical duties, competency and skill levels of the individuals employed under the Award.
It is clear from the evidence and materials that the Applicants are called upon to do a wide range of tasks from time to time as problems and challenges emerge. Significantly, the typical kinds of matters that the Applicants might be called to deal with are not matters that require a substantially higher level of skill or knowledge or expertise.
For example, the Applicants might be called upon to chase down lost luggage, either because of some particular emergency or, as the evidence showed, because Dnata were short-staffed when Air Canada resumed its flights to Sydney. Some if not all of this work could fall within Level 2 or 3 of the classification structure.
Where matters might require particular specialist knowledge the Applicants have access to other resources. For example one occasion there was a minor collision between a vehicle and an aircraft on the tarmac. Ms Morton was called upon to take photographs of part of the aircraft and to send those photographs to someone with appropriate expertise to make an assessment. The task of liaising with a different area in the airline, or the task of taking and sending some photographs, did not require any higher level knowledge or skills. The task of going out onto the tarmac to take pictures is somewhat unusual for a concierge, but not evidence of specialist knowledge (Level 5 or 6).
Similarly, when the pilot refused to go through the security scan ultimately it was Air Canada’s Chief Pilot who directed him to proceed (recognising of course that Ms Polson was placed in a very difficult situation that required diplomacy and presence of mind).
The Applicants appear to be very good at their job, and experienced and competent in dealing with unusual situations that arise from time to time. Their view that they are more senior employees because of the matters they are called upon to deal with quickly and without access to local resources, is understandable. However I am not satisfied that the responsibilities that they hold, the duties they perform or the skills that they possess place them at any classification higher than Level 4 in the clerical, administrative and support stream of the Award.
As such I am satisfied that the proper wage classification for Ms Polson and Ms Morton is Level 4 in the clerical, administrative and support stream of the Airline Operations – Ground Staff Award 2020.
DEPUTY PRESIDENT
Appearances:
R Polson and K Morton, Applicants
M Mackrell for the Respondent
Hearing details:
2023.
Sydney (By Video using Microsoft Teams)
October 18.
Printed by authority of the Commonwealth Government Printer
<PR769864>
Annexure A
A.2Clerical, administrative and support stream
A.2.1The classification criteria in this schedule provide guidelines to determine the appropriate classification level of persons employed pursuant to this award. In determining the appropriate level, consideration must be given to both the characteristics and typical duties/skills. The characteristics are the primary guide to classification as they indicate the level of basic knowledge, comprehension of issues, problems and procedures required and the level of supervision or accountability of the position. The totality of the characteristics must be read as a whole to obtain a clear understanding of the essential features of any particular level and the competency required. The typical duties/skills are a non-exhaustive list of duties/skills that may be comprehended within the particular level. They are an indicative guide only and at any particular level employees may be expected to undertake duties of any level lower than their own. Employees at any particular level may perform/utilise one such duty/skill, or many of them, depending on the particular work allocated.
A.2.2The key issue to be looked at in properly classifying an employee is the level of competency and skill that the employee is required to exercise in the work they perform, not the duties they perform per se. It will be noted that some typical duties/skills appear in more than one level, however when assigning a classification to an employee this needs to be done by reference to the specific characteristics of the level. For example, whilst word processing and copy typing are first specifically mentioned at Level 2 in terms of typical duty/skill, it does not mean that as soon as an employee operates a word processor or typewriter they automatically become Level 2. They would achieve a Level 2 classification when they have achieved the level of skill and competency envisaged by the characteristics and the relevant indicative duty(ies)/skill(s) of a Level 2. Level 1 in this structure is to be viewed as the level at which employees learn and gain competence in the basic clerical skills required by the employer, which in most cases would lead to progression through the classification structure as their competency and skills increase and are utilised.
A.2.3Level 1
(a)Characteristics
Employees at this level may include the initial recruit who may have limited relevant experience. Initially work is performed under close direction using established practices, procedures and instructions.
Such employees perform routine clerical and office functions requiring an understanding of clear, straightforward rules or procedures and may be required to operate certain office equipment. Problems can usually be solved by reference to established practices, procedures and instructions.
Employees at this level are responsible and accountable for their own work within established routines, methods and procedures and the less experienced employee’s work may be subject to checking at all stages. The more experienced employee may be required to give assistance to less experienced employees in the same classification.
Level 1 is not intended as the entry point for all new employees to the enterprise but is the level where new employees with no industry experience can gain competency in the basic industry skills and skills required by the employer. At this level those basic industry skills are identified under Airline Industry.
(b)Typical duties/skills
Indicative typical duties and skills at this level may include:
(i)Customer service/administration
Reception/switchboard, e.g. directing telephone callers to appropriate staff, issuing and receiving standard forms, relaying internal information and initial greeting of visitors.
Identifying key functions and personnel
Providing information from own function area
Maintaining basic records
Filing, collating, photocopying, etc.
Handling or distributing mail including messenger service
(ii)IT Skills
Operating keyboard and other allied equipment in order to achieve competency as prescribed in Level 2.
(iii)Business/financial
Recording, matching, checking and batching of accounts, invoices, orders, store requisitions, etc.
Carrying out simple banking activities
(iv)Airline Industry
Knowledge of company structure, products and customers
Providing assistance after identifying passenger needs
Maintaining security of information
Applying lounge access policy and greeting passengers at reception
Assisting with international arrivals and departures
Identifying customer/passenger profiles
A.2.4Level 2
(a)Characteristics
This level caters for the employees who have had sufficient experience and/or training to enable them to carry out their assigned duties under general direction.
Employees at this level are responsible and accountable for their own work which is performed within established guidelines. In some situations detailed instructions may be necessary. This may require the employee to exercise limited judgment and initiative within the range of their skills and knowledge.The work of these employees may be subject to final checking and as required progress checking. Such employees may be required to check the work and/or provide guidance to other employees at a lower level and/or provide assistance to less experienced employees at the same level.
(b)Typical duties/skills
Indicative typical duties and skills at this level may include:
(i)Customer service/administration
Reception/switchboard duties as in Level 1 and in addition responding to enquiries as appropriate, consistent with the acquired knowledge of the employer’s operations and services, and/or where presentation, and use of interpersonal skills are a key aspect of the position
Handling enquiries, complaints and problems and following up when appropriate
Converting telephone customer enquiries to sales for revenue by suggesting appropriate predefined alternatives to maximise selling opportunities
Operating computerised radio/telephone equipment, micro personal computer, printing devices attached to personal computer, dictaphone equipment, typewriter
Stenographer/person solely employed to take shorthand and to transcribe by means of appropriate keyboard equipment
(ii)IT Skills
Word processing, e.g. the use of a word processing software package to create, format, edit, correct, print and save text documents, e.g. standard correspondence and business documents
Computer application involving use of a software package which may include one or more of the following functions:
ocreating new files and records
ospreadsheet/worksheet
ographics
oaccounting/payroll file
ofollowing standard procedures and using existing models/fields of information
(iii)Business/financial
Maintenance of records and/or journals including initial processing and recording relating to the following:
oreconciliation of accounts to balance
oincoming/outgoing cheques
oinvoices
odebit/credit items
opayroll data
opetty cash imprest system
oletters etc.
(iv)Airline industry
Check-in (including groups)—collecting ticket coupon, tagging baggage, issuing boarding passes, checking passports and visas, accepting and weighing bags, and collecting excess baggage charges where appropriate
Performing appropriate cargo functions including the retrieval and checking of documentation from aircraft
Reporting and tracing lost and damaged baggage and baggage that arrives without a passenger
Performing functions as directed at customer service desk including flow forward, standby, upgrades, and implementing delay handling procedures under direct guidance
Providing information on itineraries, fares and fare rules
Utilising airline ticketing system to quote, issue and re-issue tickets as appropriate
A.2.5Level 3
(a)Characteristics
Employees at this level have achieved a standard to be able to perform specialised or non-routine tasks or features of the work. Employees require only general guidance or direction and there is scope for the exercise of limited initiative, discretion and judgment in carrying out their assigned duties.
Such employees may be required to give assistance and/or guidance (including guidance in relation to quality of work and which may require some allocation of duties) to employees in Levels 1 and 2 and would be able to train such employees by means of personal instruction and demonstration.
(b)Typical duties/skills
Indicative typical duties and skills at this level may include:
(i)Customer service/administration
Providing specialised advice and information on the employer’s products and services; responding to client/public/supplier problems within own functional area utilising a high degree of interpersonal skills
Identifying options for resolution and acting within defined parameters
Conducting research as directed regarding customer trends
(ii)IT skills
Applying one or more computer software packages developed for a micro personal computer or a central computer resource to either/or:
create new files and records
maintain computer based records management systems
identify and extract information from internal and external sources
use of advanced word processing/keyboard functions.
NOTE: These typical duties/skills may be either at Level 3 or Level 4 dependent upon the characteristics of that particular Level.
(iii)Business/financial
Preparing cash payment summaries, banking reports and bank statements; calculating and maintaining wage and salary records; following credit referral procedures; applying purchasing and inventory control requirements; posting journals to ledger
Administering cash handling procedures
Organising business itineraries/meetings and conferences
Identifying and resolving discrepancies within operating guidelines
Preparing and reconciling airline accounting documents including Agency Debit Memos, Agency Credit Memos and Ticketing Summary Report
(iv)Airline industry
Booking and co-ordinating special cargo arrangements
Responsible for securing the arrival, stowage and dispatch of valuable cargo
Performing functions at customer service desk including flow forward, standby, upgrades, and implementing delay handling procedures with limited or no guidance
Being able to construct and quote complex and/or non-automated fares and/or taxes and to issue all ticketing documentation including manual tickets as required
A.2.6Level 4
(a)Characteristics
Employees at this level will have achieved a level of employer or industry specific knowledge sufficient for them to give advice and/or information to the employer and clients in relation to specific areas of their responsibility. They would require only limited guidance or direction and would normally report to more senior staff as required. Whilst not a prerequisite a principal feature of this level is supervision of employees in lower levels in terms of responsibility for the allocation of duties, co-ordinating work flow, checking progress, quality of work and resolving problems.
They exercise initiative, discretion and judgment at times in the performance of their duties.
They are able to train employees in Levels 1–3 by personal instruction and demonstration.
(b)Typical duties/skills
Indicative typical duties and skills at this level may include:
(i)Customer service/administration
Implementing new/improved systems, as directed
Maintaining professional relationships with customers
Assisting in co-ordination of staffing resources at operational areas
Handling sensitive enquiries with tact and discretion
Resolving customer complaints
Researching and collating data from various information sources
Recognising trends in client requirements
Determining problems and potential problems, identifying options for resolution and taking corrective action
(ii)IT skills
Applying one or more computer software packages developed for a micro personal computer or a central computer resource to either/or:
create new files and records
maintain computer based management systems
identify and extract information from internal and external sources
use of advanced word processing/keyboard functions.
NOTE: These typical duties/skills may be either at Level 3 or Level 4 dependent upon the characteristics of that particular Level.
(iii)Business/financial
Being able to prepare financial/tax schedules, calculate costings and/or wage and salary requirements; complete personnel/payroll data for authorisation reconciliation of accounts to balance and appropriate internal and external follow-up where necessary
Carrying out more complex bank reconciliation
Follow-up on outstanding debts
Advising on/provide information on one or more of the following:
oemployment conditions
oworkers compensation procedures and regulations
osuperannuation entitlements, procedures and regulations
(iv)Airline industry
Responsibility for weight and balance function (including production of load sheets) for single aircraft type/own airline requirements
Initiating and organising delay handling procedures
A.2.7Level 5
(a)Characteristics
Employees at this level are subject to broad guidance or direction and would report to more senior staff as required. Such employees will typically have worked or studied in a relevant field and will have achieved a standard of relevant and/or specialist knowledge and experience sufficient to enable them to advise on a range of activities and features and contribute, as required, to the determination of objectives, within the relevant field(s) of their expertise. A detailed understanding of work practices and procedures is required as is the application of well-developed negotiation skills.
They are responsible and accountable for their own work and may have delegated responsibility for the work under their control or supervision, including: scheduling workloads, resolving operations problems, monitoring the quality of work produced and counselling staff for performance and work related matters.
They would also be able to train and to supervise employees in lower levels by means of personal instruction and demonstration. They would also be able to assist in the delivery of training courses. They would often exercise initiative, discretion and judgment in the performance of their duties.
The possession of relevant post-secondary qualifications may be appropriate but are not essential.
(b)Typical duties/skills
Indicative typical duties and skills at this level may include:
(i)Customer service
Appling knowledge of employer’s objectives, performance, projected areas of growth, product trends and general industry conditions
Identifying opportunities to generate revenue from internal/external sources
Assisting with the development and implementation of new/improved systems
Monitoring and reporting on third party providers
Resolving disputes and difficult situations, when required
Implementing company policies and procedures
Providing recommendations on changes to current service provision and resource allocation where appropriate
Drafting report and correspondence containing recommendations, where appropriate
Conducting in-depth research from various sources
Ensuring department Key Performance Indicators are met
Co-ordinating the customer service team including co-ordinating daily staffing levels, providing feedback and input into performance planning and review
Assisting with the development and implementation of targeted sales and marketing activities
(ii) IT skills
Application of computer software packages within either a micro personal computer or a central computer resource including the integration of complex word processing/desktop publishing, text and data documents
Maintaining security of information systems
Evaluating computer systems and programs when required to determine future technological resource requirements
Assisting with the development of options for future strategies
(iii)Business/financial
Providing reports for management in any or all of the following areas:
oaccounting/financial
ostaffing
olegislative requirements
oother company activities
Undertaking and documenting costing procedures
Control of tax matters
Pursuing debt collection in accordance with credit policy
A.2.8Level 6
(a)Knowledge—Complete knowledge of area of specialisation as well as general knowledge of other areas of the stream. Ability to apply knowledge to assist in developing policy, new products and future trends.
(b)Mental—Exercise judgment, reasoning, initiative and discretion.
(c)Social—Liaise with staff/customers and other airline personnel.
(d)Physical—Keyboard skills including knowledge of appropriate software and office machines.
(e)Responsibility—Required to demonstrate responsibility and accountability for own work.
(f)Supervision—Generally unsupervised or requiring only minimal or passive supervision. Responsible and accountable for own work. Able to co-ordinate workflow within section and maintain work quality as part of a team.
A.2.9Level 7
(a)Knowledge—Full knowledge of policy and procedures relating to work area. Operational knowledge as well as knowledge of relevant computer software.
(b)Mental—Judgment and reasoning, initiative and discretion.
(c)Social—Able to liaise with and consult other section of the organisation and/or external organisations to resolve a problem. Base level counselling. Interaction with customers.
(d)Physical—Keyboard and computer skills with use of computer software. Use of office machines.
(e)Responsibility—Responsible for ensuring inaccuracies do not occur and due to in-depth knowledge able to suggest improvements in the area of work. Responsible for the assignment of work and first level discipline. Responsible to ensure customer service standards, operational and cost efficiency in area of control.
(f)Supervision—First level supervisors.
A.2.10Level 8
(a)Knowledge—Broad knowledge of systems, procedures and policy. Advanced supervisory skills.
(b)Mental—Exercising of reasoning and judgment/initiative and discretion and able to problem solve.
(c)Social—Interaction with staff/customers/external departments. Disciplining and counselling as required.
(d)Physical—Keyboard and computer skills including use of relevant software. Use of office machines.
(e)Responsibility—Responsible for ensuring inaccuracies do not occur and due to in-depth knowledge able to suggest improvements in the area of work. Responsible for the assignment of work and discipline as required. Assume responsibility for several groups and ensure customer service standards, operational and cost efficiency in areas of control.
(f)Supervisory—Supervisor
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