Examining UAS Employment Expectations and Requirements

Unmanned aircraft system (UAS) technology is radically changing how organizations, such as government agencies, non-profit corporations, and companies, apply aviation resources. Unmanned aviation is supporting improved efficiency, expanded capability, and heightened reliability through an increasing number of uses relating to: a) research and development and training-education, b) event filming, c) industrial, utility, and environmental projects, d) real estate, e) construction activities, f) agricultural, g) press and media, and h) state/local emergency services. The increasing application, and subsequent operational growth, is occurring in response to maturing technology, refined operational management and permissibility, innovative concept development, demonstrated capability, enhanced supportability, and the availability of specialized education and training opportunities. Technological advancement, regulatory changes, economic development, and widespread adoption of this technology is also leading to an observable growth of related employment opportunities. The Federal Aviation Administration has indicated that there are currently 116,027 remote pilots certified to operate small UAS in the National Airspace System, with growth to almost 350,000 by 2023. The examination of current career opportunities, in connection with commonly advertised job types and the associated roles and responsibilities, could better inform future UAS curricula design and enhancement efforts. This paper and associated presentation will feature an in-depth examination of such positions to categorize type and summarize prevalent attributes, while also highlighting notable features such as popular hiring locations, salary estimation, and experience-levels. The intent is to provide a detailed summary of hiring expectations and identify potential opportunities for improving academic alignment and career development efforts

Human Energy Maximization in a Customized Leadership Program

Sustainability and thriving are key terms that are driving how energy sources, such as solar, wind, water, and geothermal, generate survivability in the era of globalization. Rarely are those terms used to define human energy expenditures; however, human energy is the most readily available energy source for it serves as a primary catalyst in the fueling or degrading of the sustainability and survival of all other resources. Additionally, humans live, learn, and earn in spaces where they expend energy by mere existence. Most humans are unaware of the impact their personal energy has on the utility and fortitude of the spaces where they reside (Roberts, 2015). For years, green energy campaigns focused on energy that is extracted, generated, or consumed without significant impact to the health or welfare of the environment. The planet has a natural tendency to regenerate green energy even when pollution occurs, if it does not eradicate the environment itself. Such energy also measures the utility of natural resources and can be applied this can occur with humans. Humans can overcome polluted experiences if the right resources are infused into their experiences, because it regenerates their talents, skills, abilities, hopes, and dreams (Roberts, 2015). The research in this study explored how customization of a leadership development program using an innovative business model, termed the Human Utility Business™ (HUB™), can awaken latent human energy and inspire workers towards consistent high performance (Roberts, 2015). For this research, human energy was measured in the form of productive and/or transformed behaviors, relationship constructs or deconstructs, engaged learning, securing awards and recognition, employment, or leading themselves and other with minimal entropy. Terms like energy efficiency and renewable energy were accounted as natural resources for sustainability in the HUB™ model to customize curriculum for a leadership development program. Participants were motivated to sustain (energy efficiency) and thrive (renewable energy) in their work performance and work relationships. The HUB™ model is heuristic and built on extensive partnerships and Lean Six Sigma™ methodology that ignited participants’ passions and performances. The model is organic in nature and concentrates on the movement of individual energy as it interchanges within groups. The strength of the HUB™ model was in measuring the utility of humans to adapt to diverse and inclusive environments while they become self-aware of how they relate to others at work. The HUB™ model inspired leadership and stewardship, which are core elements of a diverse and inclusive society. The HUB™ curriculum offered opportunities for participants to make informed decisions about their behaviors and purposefully decide on the impact their behaviors have on those with whom they work. Possibilities of relationships that may appear now and in the future, were explored in the HUB™ curriculum using 3D simulation technology and role play. Participants could simulate real-time and possible work situations to intentionally make decisions to create preferred futures based on their and others’ professional and personal expectations. The HUB™ content was not team building; it was purposeful amortization of the energy found in the life of each individual participant