< Previous XXXXX18 ICAO trAInIng repOrt – number 1 2015 pIlOt trAInIngThe cure for what’s sometimes called “automation addiction” is consistent training and practice in how to fly the airplane. GA flying, where instrumentation and controls are comparatively simple and automation is minimal or nonexistent, is the perfect way for pilots to keep their skills sharp.From takeoff to landing and at every step in between, pilots of light GA aircraft must control the airplane, interpret the instruments, and make decisions using the skills that are most essential to flying. These aircraft are economical and fun to fly, making them a decisive means for pilots to ensure their skills are up to the mark and to keep them in touch with the reasons most of them started flying in the first place.General aviation has an important role to play in our global aviation system. We need GA to produce new pilots and keep the current ones sharp while providing everything from agricultural to humanitarian services. But we also need regulatory environments that support GA and its unique place in our transportation network. By working together, and recognizing that commercial and general aviation are two sides of the same coin, we can help grow the pilot population, improve safety, and expand horizons for, not only those who fly, but for everyone who benefits from a safe and effective transportation network. XXXXX ICAO trAInIng repOrt – number 1 2015 19It’s critical for us as human resources (HR) and training professionals to measure the effectiveness of our Learning and Development (L&D) programmes in relation to the organization’s performance—be it an airport, airline or Civil Aviation Authority. In this article (Part I), I will review how we can evaluate our L&D programmes, and in the next edition of ICAO’s Training Report, I will outline a way of measuring the return on investment (ROI) of our training programmes. It’s widely accepted that one of the first L&D measurement methods was created by Don Kirkpatrick, who wrote his PhD dissertation on the four-level model for course evaluation, a widely used tool across numerous industries.The four levels created by Kirkpatrick are designed to be a structured way of evaluating training programmes. Many training practitioners believe that as you proceed through each of the levels, the evaluation becomes more difficult and requires more time. Today, many begin with Level 4 and move backward in order to better establish the desired outcome before ever planning the training programme. When done strategically, reaching each subsequent level does not need to be more time-consuming than reaching the previous. Nonetheless, following Kirkpatrick's established structure will help to ensure on-the-job performance of learned behaviors and skills.AbOuT keVIN CARONKevin Caron joined ACI in March 2010 and currently holds the position of Head, Global Training and Developing Nations Airport (DNA) Assistance Programme. In addition, he serves on the ACI-ICAO Airport Management Professional Accreditation Programme (AMPAP) Steering Committee as ACI Team Leader. Prior to ACI, Kevin spent eight years with the Montreal Airports Authority (Aéroports de Montréal) before joining IATA in 2003, where he held two training management positions in security and airports.the four levels created by Kirkpatrick are designed to be a structured way of evaluating training programmes.yOur peOple + quAlIty trAInIng = gOOd busIness sense!part I – the evaluation of training ICAO pArtner brIef - ACIXXX20 ICAO trAInIng repOrt – number 1 2015 20 ICAO trAInIng repOrt – number 1 2015ICAO pArtner brIef - ACIThe four levels of Kirkpatrick's evaluation model are as follows:1. reaction refers to the degree to which participants reacted favorably to the training. Simply put, did they enjoy the course? Was it worth their time?2. Learning relates to the degree to which participants acquired the intended knowledge, skills, attitudes, confidence and commitment based on their participation in a training event. This evaluation occurs during the training in the form of either a knowledge demonstration via exercises or tests.3. Behavior refers to the degree to which participants apply what they learned during training when they are back on the job (e.g., an increased safety culture).4. results indicate to what degree targeted outcomes occur as a result of the training event and subsequent reinforcement. For example, after a revenue management course, was a more articulated airport commercial plan developed or was there an improvement in the quality of services offered to customers?Many authors in this field suggest that a fifth level be added that examines the ROI (i.e., the costs of the training versus the outcomes). This last level is an important tool that allows us to indicate that the training programme has made an impact on the organization (e.g., a more motivated workforce). This fifth element will be explained in my next article given the importance of ensuring that our training efforts are being linked to organizational targets. Indeed, as HR and training professionals, we should always ensure that our programmes are adding value. business Resultsbehavior ChangelearningReaction+/-XXX ICAO trAInIng repOrt – number 1 2015 21 ICAO pArtner brIefs: AIrpOrts COunCIl InternAtIOnAl (ACI)InformaonPremier SponsorMedia PartnerAMPAP AdministratorAMPAPThe Hallmark of Excellence in Airport ManagementICAO SARPsinfo@iap.aero2015Destinations... across me zones ... now in 100 CountriesGlobal Network XXX22 ICAO trAInIng repOrt – number 1 2015 by 2032, the commercial aviation workforce is expected to be almost double what it is todayi. The aviation industry has been hit with both financial instability and large scale retirements, and many aviation businesses are struggling to attract and retain qualified staff.Although the situation is a looming concern for the industry, we have had advancewarning. A number of industry analysts, IATA experts included, have predicted a sharp increase in air traffic demand, and it is no secret that the ageing baby boomer generation is nearing retirement.SO why hAVe we yeT TO See ANy CONCeRTeD ACTION fROm The INDuSTRy?This is not a simple problem and there is no simple solution. As projections become areality, we need to act. The industry has begun to address workforce issues in dribs and drabs, but it is unclear how this will deliver long-term results.While efforts have been primarily focused on the most visible aviation professions – pilots, mechanics, air traffic controllers – these are only a fraction of the diverse jobs that the industry supports. As the demand for air traffic grows, so too will the companies that support the commercial aviation infrastructure.Training and development are additional investments for businesses and, beyond thefinancial investment, they call for added resources, time and effort. Like it or not,specialized training is a necessity in our industry, to not only maintain our stringentoperating standards, but also to expand our businesses and produce results. Expecting that each business, region and industry sector will develop its own internaltraining and development solutions is unrealistic. Cooperation on various industry issues, such as the future of the workforce, is needed.the ImmInent wOrKfOrCe shOrtAge: An OppOrtunIty fOr further stAndArdIZAtIOn And pArtnershIpICAO pArtner brIef - IAtAAbOuT VICTOR De bARReNA-SARObeWith over 25 years in the aviation industry, Victor de Barrena-Sarobe rejoined IATA in January to lead the ITDI team worldwide. Victor has worked in the training and HR areas for the last 11 years of his career, leading teams to emphasize and prioritize the importance of training and L/D in international organizations. Victor is originally from Spain and is currently based in Geneva, Switzerland.XXX ICAO trAInIng repOrt – number 1 2015 23 ICAO pArtner brIef - IAtAIn March, I had the opportunity to participate in discussions with industry leaders on the topic of challenges for aviation training and development at the ICAO TRAINAIR PLUS Global Symposium. We explored the areas we need to address as an industry to resolve both current and longer term training and development issues.Together with key stakeholders from ICAO, Airports Council International (ACI), Eurocontrol and Entry Point North, we discussed the challenges that are preventing aviation training from reaching its full potential. Our challenges in training are beingaddressed; however, we cannot lose sight of focusing on how we train, where the new talent comes from, and how we will retain it.To this end, the TRAINAIR PLUS model is being implemented with great success. Within this model, TRAINAIR PLUS members develop course materials known as Standardized Training Packages (STPs), which are then validated by ICAO and made accessible to all members. This is one important step toward consistency because the global recognition of standardized training will certainly benefit the industry. Our colleagues are reporting that the advances made in this key area will turn our challenges into opportunities in the future.ChAlleNGING OuR AppROACh TO TRAINING AND DeVelOpmeNT1. How we trainAs aviation businesses grow, they will need to allocate sufficient resources to train the influx of staff. Frequent and recurrent training is a requirement for many professions in ourindustry and it further increases the strain on businesses. For this reason, we must streamline our training to make it effective, timely and affordable for businesses.Changing skill requirements and new delivery methods makes it challenging for trainers to keep up with demand. Rapid technological changes, shifting corporate priorities and highturnover rates make it difficult to adequately prepare and deliver training materials by the time employees need the information and skills. Moreover, training has to be carried out in ways that are globally consistent.As internal and external training providers, we need to be able to provide relevant training when it is needed. We need to be able to quantify the effectiveness of our training, because what participants learn and how they use this newly-acquired knowledge must be aligned with job performance requirements. Our ability to integrate new technology in our training methods to ensure that we meet growing needs is critical. We should be taking advantage of the world’s 1.8 billion socialmedia users and the staggering number of mobile device owners across the globe.It is also time to define the competencies, skills, and professional needs in aviation outside of pilots, technicians, and air navigation services. Professional standards, in the form of professional designations, are an obvious solution. ICAO and the International Air Transport Association (IATA) have partnered in the definition of professional designationsthrough the ICAO-IATA joint I-Train programme.We also see success in ICAO’s partnerships with ACI and the Airport Management Professional Accreditation Programme (AMPAP). Air Navigation Service providers are further Our challenges in training are being addressed; however, we cannot lose sight of focusing on how we train, where the new talent comes from, and how we will retain it.XXX24 ICAO trAInIng repOrt – number 1 2015 24 ICAO trAInIng repOrt – number 1 2015partnering with global experts such as IATA to create training packages, transforming them into professional designations.The final piece of the puzzle will involve stronger lobbying to governments, regulators and industry groups to ensure the acceptance and implementation of these professionaldesignations as the expected global standard for aviation.2. Attracting new talentStaffing, in general, will be an issue for many growing businesses. Filling positions will require a creative approach to attracting new and young talent. For many of us in aviation,interest in the industry began at a young age. Most would agree that a young person’s awareness of available aviation careers is often focused on the most visible, and seeminglyglamorous, jobs. It is our responsibility to shine a light on the many lesser-known job opportunities as well.Unlike the handful of certified aviation professions, there are few set paths for many of the other career opportunities available in the industry. Many jobs, particularly entry-level jobs in fields such as baggage handling, customer service and ramp handling, have a high turnover rate and offer little opportunity for career development.The situation is not much different for management-level positions. University programmes most often target professions such as human resources, management andaccounting, which are common to a variety of fields. While programmes like these can lead to employment in the aviation sector, what competitive benefits do we offer younggraduates who may be considering other industries as well?The path to follow, as mentioned before, involves a clear set of professional entry points so that newcomers to aviation can plan, choose and implement their own professional growth.A global common standard is key to ensuring we attract talent that is mobile, flexible and with a clear professional future.3. retaining talentAviation employers are just one group among many in a competitive, international market. Competing for the best talent and professionals on a global scale becomes more challenging when we consider developing regions. Businesses there compete with higher growth and higher pay in neighboring countries and often lose many experienced workers to them.OppORTuNITIeS fOR pARTNeRShIpWhile the industry’s workforce problems and solutions may be multifaceted, we are making progress by working together. Today, we are seeing a number of partnership and collaboration opportunities that did not exist until a few years ago.Moving forward, we need to balance long-term business strategies with the short-term financial results we too often seek. Thanks to ICAO’s leadership in providing distributionplatforms, partnership opportunities and the enhancement of existing frameworks, we see our industry is successfully putting differences and competition aside in order to developsustainable solutions for the industry as a whole. This is encouraging and a very good start indeed. 1 Aviation Benefits Beyond Borders. 1st ed. Oxford Economics, 2014. Web. 31 Mar. 2015. ICAO pArtner brIef - IAtAA global common standard is key to ensuring we attract talent that is mobile, flexible and with a clear professional future.XXX ICAO trAInIng repOrt – number 1 2015 25neXt generAtIOn Of AVIAtIOn prOfessIOnAls (ngAp) COrnerAbOuT kONG yOu SheNG You Sheng is a graduating student of the National University of Singapore (NUS) with a Bachelor of Engineering (Mechanical Engineering). He has been offered a position as a Probationary Air Traffic Control Officer (PATCO) with the Civil Aviation Authority of Singapore (CAAS). Training will last up to one year.IgnItIng the pAssIOn fOr AVIAtIOnSingapore’s representatives at the ICAO NGAP Symposium and Model Council Session, Kong You Sheng and Xingjie Yeo, outside the ICAO Headquarters in Montreal. As part of their ongoing initiatives to promote aviation to youth, the Civil Aviation Authority of Singapore (CAAS) organized a contest for post-secondary students in Singapore. From the entries submitted, two students were selected to attend the International Civil Aviation Organization (ICAO) Next Generation of Aviation Professionals (NGAP) Symposium held in Montreal in December 2014, and to represent Singapore at the ICAO Model Council Session that followed it. Kong You Sheng, an undergraduate in the National University of Singapore’s Faculty of Engineering, shares his experience. I was thrilled to learn that I was one of two students chosen to represent Singapore at the ICAO Model Council Session that was taking place in Montreal. Our week-long visit was part of a unique programme that was organized and sponsored by the CAAS where we would experience first-hand how ICAO Council Sessions are run. We spent the month before the trip preparing our papers for the ICAO Model Council Session, meeting other participants virtually, and preparing ourselves by researching global aviation issues.26 ICAO trAInIng repOrt – number 1 2015 neXt generAtIOn Of AVIAtIOn prOfessIOnAls (ngAp) COrnerleARNING VISITSThe Province of Quebec, where Montreal is located, is home to one of the world’s leading aerospace centres, so we appreciated that the first part of our programme included site visits where we were introduced to Montreal’s aviation industry. We enjoyed a private tour of Bombardier’s Global Completion Centre where we saw how new private jets arriving in Montreal are fitted to their customers’ exact specifications. The process starts with customers selecting the design and materials used to furnish their jets and finishes with the actual assembling of them. It was truly impressive to witness the degree of customization possible and the systematic assembly line. Next, we visited l’École nationale d'aérotechnique (ENA), which offers training for aircraft maintenance technology, aircraft manufacturing technology and avionics technology. I was able to get up close to the 300 aircraft in the school where students are trained to become licensed aircraft engineers. We also saw a real aircraft built by ENA’s students, which they could use for a weekend getaway flight! We were warmly hosted by the Permanent Mission of Singapore to ICAO. Mr. Ng Tee Chiou, Permanent Representative of Singapore on the Council of ICAO, and Mr. Mervyn Fernando, Air Navigation Commissioner of ICAO, showed us around ICAO Headquarters and shared valuable advice that helped us prepare for the ICAO Model Council Session. We even had the chance to visit the Air Navigation Council Chamber, the very place where important global decisions on air navigation services issues are made! we spent the month before the trip preparing our papers for the ICAO model Council session, meeting other participants virtually, and preparing ourselves by researching global aviation issues.With Mr. Ng Tee Chiou, Representative of Singapore on the Council of ICAOGlObAl peRSpeCTIVeS ON ATTRACTING AND ReTAINING NGApSThe highlight of the trip was the two days we attended the 2nd ICAO NGAP Symposium, a forum for aviation professionals to share the best practices in attracting, developing and retaining NGAPs in aviation. The Symposium underlined the critical need for an adequate supply of competent and professional manpower to manage and maintain future international air transport systems. To that end, we learned of practical solutions that could be implemented globally to increase interest in aviation among youth. This included showcasing aviation applications in science and technology subjects, and travelling aviation exhibitions. We had the opportunity to hear from inspirational figures such as Ms. Julie Payette, Canada’s first female astronaut. Mr. Daniel Ng from the Civil Aviation Authority of Singapore (CAAS) also shared Singapore’s experience in developing Singapore’s aviation manpower, and I learned of the many programmes available to youth in Singapore to help them get a head start in their aviation careers. ICAO trAInIng repOrt – number 1 2015 27neXt generAtIOn Of AVIAtIOn prOfessIOnAls (ngAp) COrnerKong You Sheng with new friends from the ICAO Model Council SessionCIVIl AVIATION AuThORITy Of SINGApORe - AVIATION OuTReACh pROGRAmmeSAviation Learning JourneysAviation Learning Journeys bring students out of the classroom to experience first-hand, either life in an aviation company or an aviation course in an Institute of Higher Learning. Students learn about the history and role of aviation in Singapore’s development and the diverse range of aviation careers available.Aviation open HouseHeld every two years, the Aviation Open House provides a platform for students to learn more about aviation education and career opportunities. Exhibitors at the Aviation Open House include companies from the aerospace, airline, airport and air navigation services sectors, as well as Institutes of Higher Learning. Aviation Lesson toolkitsAviation Lesson Toolkits provide lesson plans that infuse aviation themes with subjects like science, economics, social studies and design & technology for secondary schools and junior colleges to use. Teachers can use these toolkits to expose students to aviation and enhance their learning experience with real world applications of school subjects. Air scoutsCAAS has partnered with the Singapore Scout Association to build passion for aviation in students through the Air Scouts units in schools and a two-day Young Aviators Badge (YAB) programme.Aviation in schools initiativeThe Aviation in Schools Initiative (ASI) seeks to foster schools where students are fully exposed to an aviation environment, to entrench interest in aviation and its careers. The ASI provides comprehensive funding and advisory support for schools wishing to cultivate or develop aviation as a niche area.We spent the remainder of our trip participating in the ICAO Model Council Session, where representatives from Council Member States role-play as ICAO Council Representatives, researching a working paper and problem solving with the other representatives while in session. During the Session, representatives from Australia, Nigeria and the United Kingdom presented their working papers on “Challenges Relating to the Projected Shortages of Skilled Aviation Personnel”. Their proposals included the expansion of ICAO’s Young Aviation Professionals (YAPP) Programme; the formation of an international youth aviation network; and solutions that would attract more women to aviation. Eager to join in the discussion, I made some suggestions on activities for the international youth network and ways to improve aviation jobs that might draw more women into the field. The ICAO Model Council Session provided us with an opportunity to meet other students and NGAPs from all over the world who are as passionate about aviation as we are. I hope we will have the chance to engage with them in future. I also look forward to the implementation of the International Youth Aviation Network, as I would be keen to be a part of the global movement to introduce youth to the exciting world of aviation.TIme fOR plAyOf course, it wasn’t all work with no play. We had the opportunity to visit Montreal’s sights including the Notre Dame Basilica, the historic Old Port and Mont Royal. It snowed for a few days while we were there, the first time I had experienced snow. Montreal is a city rich in history and culture and I would love to visit again.I thank CAAS for this exceptional opportunity. The experience has deepened my interest in aviation, and when I graduate this year, I look forward to shaping the next phase of Singapore aviation. The programme is part of CAAS’ Youth Outreach initiatives. Through aviation activities ranging from open houses to educational workshops and youth ambassador programmes, CAAS aims to develop a passion for aviation in Singapore’s youth. Next >