Training Tips
Ways to get all employees more involved on a regular basis
By Jerry Cobb
July 2002
Nowhere
is this more evident than in the FBO/line service side of aviation. While
airlines and airline service companies generally have the infrastructure
to roll out large-scale training initiatives, fixed base operators have
historically been smaller operations. What training was accomplished consisted
primarily of practical or on-the-job training (OJT). If training is usually
provided by a line manager or supervisor, it is often far down on the list
of priorities. That is just the nature of this business.
Conversely, firms large enough to have FBO
instructors, or at least supervisors tasked with providing training where
it is a significant portion of the job, traditionally use a combination
of classroom and OJT to meet the training needs. But it often stops there
and shouldn't. There are many simple, inexpensive ways to keep training
initiatives fresh and to ensure that a company gets the most from the effort.
Here's a look at how a company can meet its
operational goals without spending a lot of money and effort, and still
deliver quality training and ensure a solid return.
Safety Meetings
This is the single best opportunity to
provide training for a group. Many FBOs meet monthly to update employees
on workplace safety and security issues, so the way to integrate this
into a training program is to find ways to transition between topics at
safety meetings and short, very specific practical training sessions.
For example, if one of the topics discussed
is a finding from the fire department that a fire extinguisher was out
of inspection date, take the line service group outside to a truck immediately
following the meeting and perform a proper inspection while having everyone's
attention. This can be extremely effective. When seasoned line personnel
balk at reviewing something they've done for years, get one or more of
them to demonstrate for the rest of the group how it is done.
Action
Take immediate action if someone is seen
working unsafely or is improperly operating equipment. To only reinforce
good practices following an accident or incident sends the message that
having the accident is the problem - not the failure to follow procedure.
When someone is observed working unsafely, don't wait until shift's end
to speak with him or her about it. Address the issue with the individual
immediately. If he or she was improperly towing an aircraft out of a hangar,
take him or her to the next hangar-pull and observe a proper towing operation.
Instruct the individual on what he or she was doing wrong and point out
the other crew doing it properly.
Recurrent Training
Everyone has certain programs that must
be accomplished annually. Avoid providing the same training that was done
the previous year. Change programs while still covering the content appropriately.
Instead of showing a video this year on towing procedures, deliver a short,
verbal review of the material and then have a game-show type question
and answer session. The competition tends to keep everyone's attention.
Perhaps give away inexpensive prizes.
Visuals
Employees often joke about certain posters
that stress safe work practices. Making fun of particularly corny postings
at least relates that they are being read. Joking along with them is acceptable,
but always finish by pointing out the real importance of the message.
If someone is particularly critical of a poster, ask for feedback on future
messages; invite him or her to review the catalog of posters before purchasing
them again and see if he or she will help pick one out.
Vary the Presenter
If a line supervisor typically delivers
the FBO's training, mix it up by having the GM teach a session occasionally;
or someone from customer service, if the topic fits. The point here is
to inject some additional interest in the program. If one person typically
presents training at an FBO, having someone else deliver it can be effective
at showing how important the particular program is to the company. In
larger-scale businesses, having an executive from off-site roll out a
new program is a great way to raise awareness of its importance.
Be professional
Never undermine formal training by apologizing
for it in advance. This is a common trait among inexperienced instructors
and is due more to the person being uncomfortable with speaking in front
of a group than inexperience with the subject.
Weekly or Monthly Training
Always have some sort of training scheduled
and posted. Employees should never have the chance to think that training
is something a company does simply to meet requirements set forth by a
third-party. While this has the potential to be a tracking/management
nightmare, breaking the training down into short 15- to 30-minute sessions
each week can help avoid creating a process that is more difficult than
it's worth.
Colleges and Universities
Many colleges have business outreach programs
that provide training and assistance to firms too small to have in-house
training and safety departments. While these agencies typically help roll
out new programs that are usually compliance-related, it never hurts to
ask if they can help deliver ongoing training or develop programs on the
trainer's behalf. While rarely provided free-of-charge, it almost always
is considerably less expensive than developing it in-house or purchasing
pre-packaged workshops.
Try something out of the ordinary
If all of the training is centered on line
service work, try introducing team-building workshops or customer service-oriented
training for line service personnel. Besides getting the benefit of training
and experience in a new area, it shows employees that a company is willing
to invest in them, rather than strictly in the operation.
* * *
Each of these items may seem trivial on
its own, but as a group they can help reinforce good training. While these
techniques will not solve all training challenges, they do address the
one big problem that many companies have: making the training meaningful
and productive without making it a burden to manage.
* * *
Jerry Cobb is manager of training for TAC
Air, a Texarkana, TX-based chain of FBOs.
