INVESTING IN
CULTURE: “The
Lodge” at JetBlue
University
Thomas Kaminski, MBA | Manager, College of Inflight
THE BUSINESS
CASE
THE BUSINESS CASE
 By the numbers
•
•
•
•
6800 total Crewmembers per year
20 new-hire orientations per year
1,500 new Crewmember trainees
Recurrent training - 2,600 Pilots; 1,800
Inflight; 500 others per year
 The decision was not completely financial
THE BUSINESS CASE
 The People
• Over 350,000 hours of Crewmember
time per year through our Orlando
Support Campus
THE GOALS
INVESTING IN CREWMEMBERS
•
•
•
•
•
Create campus environment to strengthen success of OSC
Continued immersion in culture after training day
Facility design encourages collaboration
Scheduled leadership presence to Inspire Humanity
Minimize distractions and inefficient logistics
DESIGN
OBJECTIVES

Reflect the JetBlue
Culture

Invite & Energize

Be Efficient & Appropriate

Be Flexible

Be Sustainable
ADDITIONAL DESIGN ELEMENTS
 Adjustable lighting in Great Room and multipurpose and reading rooms
 Wi-Fi throughout
 Use of outside spaces as meeting places
 Multimedia resources for events
 Sustainability best practices
 Aligns with JetBlue esthetic
 Light-filled, open, lots of space
GUEST ROOMS
FOOD AND BEVERAGE
RECREATION, HEALTH AND WELLNESS
 Humanity Hall
•
TVs, Shuffleboard, Foosball, Pool Tables, Comfortable
Furniture
 Fitness Center
•
2000 sq. ft., 12 cardio, strength building stations, free
weights, medicine balls, yoga mats
 Other Amenities
•
Plunge pool, soccer field, basketball court, outdoor fire
pits, running track, bicycles, softball field
COLLABORATION SPACES
 Small Group Study and Collaboration
 Larger Group Study and Collaboration
 Group Socialization and Collaboration
EXTENSION OF LEARNING
 Phased Approach
•
•
•
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Observation, Surveys, Focus Groups
Social Activities
Informal Learning Opportunities
Future Enhancement
SUSTAINABILITY
 Carpets are made of recycled materials
 No plastic products in rooms
 Soap, shampoo, body wash, and conditioner
provided via dispensers
 LED Lighting
 Light, heating and cooling systems are sensor
controlled
 Reusable water bottles in The Galley
 Composting
MEASURING
IMPACT
Measurements and Key Performance Indicators
Why
Environment
Strengthening
OSC Success
Source
• Market
Metrix
Measurement
Satisfaction
 Guest Survey items
• AME
Continued
Immersion in
Culture
• Market
Metrix
• AME
• CMi
Minimizing
Distraction
JBU
Logistics and
Lodge
Culture
 Guest Survey items
 SpeakUp items
Measure(s)
Timing
 Top 2 ratings %
 Average ratings
 Trending
themes of
comments
Starting at
opening
Trends:
 Top 2 ratings %
 Average ratings
 Themes of
comments
Pre- and PostLodge
Comparisons
(SpeakUp)
Starting at
opening
Hours of wait and
travel-time reduced
SemiAnnual
Reporting:
Every 6
months
Reporting:
Every 6
months
Why
Encouraging
Collaboration
Source
Market
Metrix
Measurement
AME
Collaboration
 The design of the Lodge
enabled me to collaborate
with others.
CMi

After my stay, I feel more
connected to other JetBlue
workgroups
 SpeakUp items
Inspiring
Humanity
with
Leadership
Presence
Market Metrix
AME
Culture
Development
by UCF
CMi
People
Analytics
Measure(s)
Trends:
 Top 2 ratings %
 Average ratings
 Themes of
comments
Timing
Starting at
opening
Reporting:
Every 6
months
Pre- and PostLodge
Comparisons
(SpeakUp)
Leadership
 Guest Satisfaction Survey
items
Trends:
 Workgroups: AO
and Inflight
 Top 2 ratings %
 Average ratings
 Themes of
comments
Trust/Ownership/Belonging
• UCF Survey
• SpeakUp items related to
JetBlue Culture
• Retention/Attrition
Correlation between
Trust/Ownership/Be
longing score and
other outcome data:
Pre- and PostLodge Comparisons
(SpeakUp)
Baseline –
interviews for
conceptual
model
Baseline
survey
30, 60, 90
day survey
Reporting:
Every 6
months
Impact on Culture: A Deep Dive
Purpose: Discover and quantify the specific impact of The Lodge on JetBlue’s culture
STRONG CULTURE
Shared values of the group
help direct CMs behavior &
company performance
HALLMARKS
• High Averages
• Low variability
• High Stability
ELEMENTS
• Trust in Leaders
• Ownership
• Belonging
PROCESS
• Identify with values
• Desire membership
• Behave in ways to be
included
• Assimilation &
Accommodation
Grounded in scientific study of leadership
and culture, a deep-dive study provides:
Clear understanding of “how” and “how
much” Lodge impacts individuals,
performance, and company outcomes
Key features of research design
 Confidential
 Interviews with larger Customer-facing
groups, Customer
 Multi-wave survey: On-site, 30 days, 60
days, 90 days
 Compare elements, process, & linked
outcomes pre vs. post Lodge
THANK YOU!