< PreviousXXXXX8 ICAO TRAINING REPORT – NUMBER 2 2016BUILDING CAPACITY 8 ICAO TRAINING REPORT – NUMBER 2 2016TYING COMPETENCY BUILDING TO STRATEGYBecause people are an organization’s greatest asset, it goes without saying that training and developing employees needs to be a key and explicit part of an organization’s strategy. Of the many reasons why an organization should prioritize investing in their people, perhaps the most compelling rests in the fact that when done strategically, money spent on developing human capital boosts productivity more than any other spend. For aviation organizations, this would represent a major capital investment because it is imperative that those making decisions are equipped with the proper skill set and competencies to make the right decisions. It is concerning that recent research from PricewaterhouseCoopers found that less than half of the Human Resources leaders polled are very confident they will have access to the right talent to execute their business strategy.1 Attracting, selecting, developing, rewarding, and retaining the best talent possible is vital. While the first step is attracting and selecting the best people, it is also important that these individuals are developed through a robust competency building process to ensure the best return for an organization’s human capital investment. Competent employees become more productive and when their accomplishments are recognized and rewarded, they tend to stay with the organizations that develop and value them.A COMPETENCY BUILDING STRATEGY SUPPORTS HUMAN RESOURCE CAPITAL DEVELOPMENT IN AN ORGANIZATION.The key success factors for developing a competency building strategy include identifying the organizational guiding principles, conducting a performance needs assessment, and ensuring an implementation and measurement plan.KRISTINA SCHNEIDERKristina Schneider is the Senior Director, Operations and Learning Services at Aviation Strategies International (ASI) in Montreal, Canada, overseeing the activities of the ASI Institute. She also manages the operations and educational technology for the Global ACI-ICAO Airport Management Professional Accreditation Programme (AMPAP). She holds an undergraduate degree in Communication Studies as well as a Master's degree in Educational Technology from Concordia University, and has recently completed a Graduate Diploma in Integrated Aviation Management at McGill University. She joined the team of ICAO TRAINAIR PLUS Training Development Course Instructors in 2012 and completed the Training Instructor Course in 2015. PERFORMANCE NEEDS ASSESSMENTTHE INDISPENSABLE ELEMENT OF A COMPETENCY BUILDING STRATEGYAract the bestSelect the bestDevelop the bestReward the bestRetain the bestOrganizational Guiding PrinciplesWhere do we want to be?Performance Needs AssessmentWhat do we need to do to get there?Implementation & Measurement PlanHow far have we come?XXXXXBUILDING CAPACITY ICAO TRAINING REPORT – NUMBER 2 2016 9ORGANIZATIONAL GUIDING PRINCIPLESBefore embarking on a performance needs assessment, it is critical to set the tone. Identifying the organizational guiding principles would ensure that a competency building strategy reaches the impact that is both desired and needed, to address an organization’s performance needs. A competency building strategy must be tied to an organization’s corporate vision and direction, as well as its inherent organizational values. It should be led by, and have the full support of, the organization’s top management. In addition, the right stakeholders at all levels must be involved. Organizational visioning requires clearly articulated expected outcomes as well as the efforts and processes required for reaching said outcomes. As with every other direction-setting exercise, an organization must clearly articulate, decide and support their desired competency building outcomes. Successful organizations maximize their potential with competency development programmes to provide them with a sustainable competitive advantage: the learning organization. According to Senge, “Learning organizations [are] organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.” 2 The key principle of a learning organization is transformation through systems thinking, primarily at three levels: aligning objectives and building a shared vision, empowering individuals and cultivating communities to stimulate innovation. Transparency is a vital element of the process. In order to address performance issues, a clear identification of problem areas and organizational performance issues is required. The organizational climate must promote an openness to discussing needs and issues and an environment that allows for all employee voices to be heard. PERFORMANCE NEEDS ASSESSMENTTHE PERFORMANCE GAPA performance needs assessment forms the basis for structured learning and development. It systematically identifies the standard of performance that is being achieved, or actual performance, and the standard of performance required, or optimal performance. The difference between these two performance levels is the performance gap. Analysing the gap can be challenging in that it is sometimes quite clear where the deficiencies are, but it is not always obvious why the deficiencies occur, and at times, the causes of the deficiencies are misidentified. THE ORGANIZATIONAL X-RAYAn organizational x-ray is a systemic analysis which provides a high-level perspective of the performance issues within an organization. The x-ray requires interviewing senior management, collecting existing documentation such as position descriptions and general background information on the organization and/or division. Past and current learning and development initiatives, as well as their results can also provide useful insight. A performance needs assessment distinguishes itself from the traditional training needs assessment, in that it focusses on all the interdependent elements that affect performance. All too often, performance issues are linked to outdated processes and procedures or job descriptions that are not a right fit with operational and business needs.THE CRITICAL INCIDENT TECHNIQUEThe critical incident technique is employed to identify the precise flaws in actual performance, essentially digging deeper into performance issues. Through qualitative observation of human Actual PerformancePerformance GapOptimal Peformance“...it is sometimes quite clear where the deficiencies are, but it is not always obvious why the deficiencies occur, and at times, the causes of the deficiencies are misidentified.”10 ICAO TRAINING REPORT – NUMBER 2 2016performance, rich and contextualized data that describe real-life situations emerge, more than with a traditional task analysis. The findings provide insight on why the performance gap is occurring, as well as what could be done to close it. Shortly before creating the technique, John Flanagan made the following observation: Too often, statements regarding job requirements are merely lists of all the desirable traits of human beings. These are practically no help in selecting, classifying, or training individuals for specific jobs. To obtain valid information regarding the truly critical requirements for success in a specific assignment, procedures were developed in the Aviation Psychology Programme for making systematic analyses of causes of good and poor performance. Essentially, the procedure was to obtain first-hand reports, or reports from objective records, of satisfactory and unsatisfactory execution of the task assigned. The cooperating individual described a situation in which success or failure was determined by specific re-ported causes. 3The results of the critical incident technique should be measured against an optimal performance standard. Such a benchmark can be obtained through research on the workforce structure of an optimally performing organization in order to generate further information about the knowledge, skills, abilities and other personal characteristics (KSAOs) that are critical to performing the various target jobs. THE POPULATION ANALYSISCollecting demographic information on the people to be developed is not only useful but necessary to best tailor a competency building programme with maximum results. It is also critical to get their input through focus groups, interviews and/or surveys to better understand their needs. Furthermore, an organizational climate survey provides insights on employee perceptions about their working environment and how this affects their own individual performance. PLANNING FOR GROWTHAs much as looking at the background is critical, forward-looking organizations must take into account their future needs when analysing a performance gap. This would require looking at any upcoming projects, all forthcoming regulatory changes and strategic plans. IMPLEMENTATION AND MEASUREMENT PLANImplementation and measurement are iterative processes that require adjustment along the way. It is also key to refer back to the organizational guiding principles, as well as the optimal competency profile. The implementation plan incorporates recommendations for a variety of approaches to meet the competency building needs. It also identifies priorities in relation to the whole and its divisions. It indicates what competency building programmes need to be custom built, in addition to which learning and development programmes already exists, as well as optimal suppliers.A measurement plan will take into account many aspects when assessing the success of a competency building strategy. Using a balanced scorecard approach, it should consider key performance indicators (KPIs) related to elements such as financial measures, Performance Needs AssessmentOrganizational X-RayCritical Incident TechniqueDemographic InformationOrganizational Climate SurveyFuture NeedsBUILDING CAPACITY “...an organizational climate survey provides insights on employee perceptions about their working environment and how this affects their own individual performance. ” ICAO TRAINING REPORT – NUMBER 2 2016 11customer satisfaction, internal business processes, and learning and growth. Most importantly, one cannot fix what they cannot measure, therefore the measurement plan must be defined at the project outset. IMPACT ON MISSION AND BOTTOM LINEWhile many factors interdependently affect an organization’s bottom line, the proper development of a measurement plan from the project offset can enable organizations to better pinpoint what degree the performance improvement initiatives have had on the bottom line. OPERATIONAL PERFORMANCEImprovements in operational performance can be observed rather easily, especially if a snapshot of performance is taken before and after all performance improvement interventions. In order to deem an intervention successful, changes must be visible and impactful. CUSTOMER SATISFACTIONPerhaps one of the best metrics for measuring success is the customer’s appreciation of improved performance and this can be done by comparing previous surveys and testimonials with new data collected.1 PricewaterhouseCoopers - Key trends in human capital 20142 Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday/Currency.3 Flanagan, J. C. (1947) The aviation psychology programme in the Army Air Forces. Washington: U. S. Government Printing Office. (AAF Aviat. Psychol. Programme Res. Rep. 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TAKING A SYSTEMIC AND INTEGRATED APPROACHOrganizations have become advanced in terms of developing master plans for infrastructure, as well as with acquiring state of the art technology and equipment. Equal planning efforts and investment are required to select and develop the people who will ultimately drive the organization forward. Talent management and development is a strategic issue which requires a systemic and integrated approach in order to ensure optimal organizational performance. XXX12 ICAO TRAINING REPORT – NUMBER 2 2016ICAO PARTNER BRIEF – IATA12 ICAO TRAINING REPORT – NUMBER 2 2016With increasing global access to ever-more robust high-speed Internet connections, technology is becoming an integral and dominant part of our daily lives — from how we communicate to how we learn. Training for aviation professionals is no exception. As one of the leaders in this area, offering more than 300 courses encompassing all areas of the industry, the IATA Training and Development Institute (ITDI) has placed technology at the core of its training design and delivery strategy, seeking to make its courses the gold standard in aviation training. THE INCREASING DEMANDS FOR AVIATION TRAINING Training providers in the aviation industry must cater to a demand whereby both the number of skilled personnel, and the breadth of the skills they require, continue to increase. This is no small challenge. The International Civil Aviation Organization (ICAO), along with IATA, Airports Council International (ACI), the Civil Air Navigation Services Organization (CANSO) and other industry leaders, set global, regional and local training requirements so that our industry remains safe, secure, operationally efficient, cost-effective and environmentally sustainable. From this perspective, the main role of training providers in aviation is to ensure that current aviation professionals meet these requirements and that they maintain and improve their knowledge and skills in our fast-changing industry. On the other hand, the same training providers must ensure that younger generations are enticed by careers in aviation and can easily access training to acquire the knowledge and skills needed to support the industry around the globe. To meet this dual challenge, aviation training must be both effective and efficient. It must allow for a rapid transfer of the required know-how and aptitudes from subject matter experts to aviation professionals. Furthermore, it must be easily accessible and flexible, while providing a reasonable return on investment. IATA understands this reality and, as part of our vision to be the force for value creation and innovation, we have chosen to integrate leading-edge technologies in the development and delivery of our courses to enhance our global reach and facilitate access to aviation knowledge. THE CHANGING FACE OF TRAININGWith advancements in technology and changes in the learning styles of younger generations of aviation professionals, the design and delivery of training is also rapidly changing. From the traditional classroom setting to other forms of training – such as the use of games and simulation to develop greater critical-thinking and GUY BRAZEAUHe is IATA’s Director of the Training and Development Institute and IATA Consulting and has more than 35 years of experience in aviation, 30 of which have been at the international level. Mr. Brazeau has worked as a project director, lecturer and consultant in more than 45 States on airport and civil aviation-related projects and lectured the Airport Management course at Canada’s McGill University.USING TECHNOLOGY IN TRAINING ACTIVITIES HOW THE IATA TRAINING AND DEVELOPMENT INSTITUTE HAS INCORPORATED TECHNOLOGY IN ITS TRAINING OFFERING TO BETTER SERVE THE INDUSTRY XXX ICAO TRAINING REPORT – NUMBER 2 2016 13ICAO PARTNER BRIEF – IATAproblem-solving skills, eLearning, eBooks, and online assessments – training is certainly evolving. In Africa there has been a ten-fold increase since July 2009 in the availability of reliable bandwidth. In addition, access to Internet services is now reaching many previously underserved States on the continent following the inauguration of the African undersea fibre optic cable. As a result, the number of handheld devices and smartphones have sharply increased, opening the door for IATA and other leaders in this field to make e-training more accessible, thereby diminishing the chance that any country will be left behind. SIMULATION-BASED SCENARIOS IN TRAININGThe use of simulation in the aviation industry is certainly not new. It has been known through several decades with the use of flight simulation training devices for pilot and air traffic controllers. With continuing technological and pedagogical advancements, the successes of simulation training have been recognized by both educational institutions and businesses that have adapted this technology to their specific needs.More than 15 years ago, IATA incorporated technology-based virtual simulation exercises into its Airline Business Models and Competitive Strategies course (formerly known as Airline Business Management), which now uses the latest simulation technology to manage a virtual airline in real-life business scenarios. The aim is to demonstrate in-depth understanding of market conditions, strategic insight and tactical acumen. The most up-to-date adult learning principles are used and students are required to work in teams to explore and manage the interrelated factors affecting airline profitability. Technology-based simulation exercises like these allow individuals to experience the practical adaptation of theoretical learning. They are put in a situation with defined parameters and are required to achieve business growth using concepts, principles, techniques and strategies which they learned in the theoretical training sessions.More recently, IATA expanded its technology-based simulation capability by adding to its training portfolio the Airport Strategic Management with Business Simulation course conceived specifically for senior management. Following seven days of theoretical learning, course participants are assigned a managerial role in an airport, and over three days they are asked to use simulated systems that replicate a real-business and operational environment. The students have to make strategic planning and operational decisions in order to successfully achieve positive business outcomes at the conclusion of the simulation. The use and adaptation of simulation technology at IATA also goes well beyond training. Indeed, it is also being developed and successfully used through partnerships in the area of consulting business. The simulation allows for real-world application of projected scenarios, both present and future. A recent example includes a consulting initiative intended to alleviate congestion and delays at the El Dorado Airport in Bogotá, Colombia. The simulation study involved the redesign of airspace, the optimization of airside capacity, and air traffic management systems. Similarly, a Level of Service assessment study was carried out for the Bonaire International Airport N.V., in Bonaire, Dutch Caribbean, in preparation of a planned expansion of the existing passenger terminal. eLEARNING AND THE VIRTUAL CLASSROOM In October 2015, IATA, in collaboration with Harvard Business Publishing, launched its inaugural eLearning and virtual classroom 14 ICAO TRAINING REPORT – NUMBER 2 2016ICAO PARTNER BRIEF – IATAcourse in Aviation Leadership Development; a real-time, cohort-based virtual learning workshop that allows students to participate in live training sessions using online video and messaging no matter where they are in the world. The success of this new training medium is apparent in the high number of participants who have already enrolled. The learning medium opens new doors to the realm of knowledge transfer, keeping the costs to a minimum for the learner, reducing time away from the office, and cutting out the costs for travel and accommodation usually associated with in-classroom training.ONLINE ASSESSMENTSIATA is also capitalizing on adaptations to existing systems through the implementation of online exams in the Travel and Tourism sector that make the examination process faster, more efficient, and more cost-effective. There was some initial skepticism from both students and instructors, raising questions mostly about connectivity and potential disruptions in areas of the world that have less reliable power and Internet connectivity. However, the feedback received after the pilots were held in the Americas and the Middle-East have been very positive. A tutorial introduces students to the online exam process and demonstrates the functionality and capabilities of this technology. Students are able to replicate the real-life examination experience to ensure they are comfortable when they eventually sit for an online exam. This new functionality will continue to be rolled out for IATA’s self-study courses and with IATA’s global training partners. CONTINUING NEED FOR INSTRUCTOR-LED SESSIONSAs we strive to sustainably connect and enrich our world, complete replacement of face-to-face classroom training is improbable. There are benefits associated with interpersonal, face-to-face dialogue and networking that are difficult to replace with an entirely remote learning scenario. IATA has chosen to diversify its approach and capitalize on the most appropriate learning medium for the subject matter, the format of the knowledge transfer, and the background of the trainees to accommodate a range of adult learning styles. SUSTAINABLY CONNECTING AND ENRICHING OUR WORLDThe use of technology by IATA assists to connect and enrich our world. As new technology is introduced and continues to be developed for our industry, the opportunities for incorporating technology into our learning sphere continue to grow, making it much easier for people to connect and for us to reach them faster than ever before. We can improve our methodologies and platforms quickly, as we have more interactions with more individuals, allowing us to transfer knowledge more efficiently in a variety of ways globally, leaving no country behind. However, we need to be cognizant that these efforts will gain the greatest advantage for our industry if they are supported by a global collaboration among all key international aviation training institutions. That is the best way to provide this generation of aviation professionals – as well as the next on – with quality, relevant and accessible training. Think out of the boxCreate new possibilitiesNouveau Monde DDB Toulouse - © Tracey Lee AEROSPACE MBAInformation, programs and other MBAs from : www.tbs-education.fraerospace.mba@tbs-education.frTél : +33 (0)6 89 23 98 27Anticipate, innovate, adapt and manage… In a constantly changing environment, companies in the aeronautical, air transport, space and defense sectors need responsible and eective leaders. Toulouse Business School Aerospace MBA has been created to develop such leaders. This international training program will enable you to acquire a universally recognized level of expertise. More than 500 executives around the world have already made it.Are you ready to meet the challenge?3 INTERNATIONAL ACCREDITATIONSA SCHOOLXXX16 ICAO TRAINING REPORT – NUMBER 2 2016ICAO PARTNER BRIEF – ACIAs aviation training professionals we know the importance of conducting a training needs assessment (TNA). This cannot be overemphasized, since TNAs are used to identify whether training is the correct intervention for a performance problem. On an annual basis, to ensure we are continuously meeting the needs of our members and the professionals they hire to lead and operate the worlds’ airports, ACI carries out several TNAs. In looking at the specifics of conducting a TNA, it is important to understand how it will be used in the larger setting of addressing performance issues. One example of this would be an airport with low customer service survey scores on the Airport Service Quality (ASQ). Before determining how to fix a performance issue, they first need to know what the desirable performance outcome is. What customer service level is expected? What is the cause(s) of the low survey numbers? Possible scenarios could be attributed to equipment issues, unclear expectations, lack of knowledge of skills or a result of a poor attitude or low motivation. In this scenario, training would be an appropriate intervention if the performance issue is caused by a knowledge or skill gap.A TNA IS THE PROCESS FOR DETERMINING WHETHER TRAINING TO ADDRESS A PERFORMANCE GAP IS NECESSARY:■■Training might be appropriate when the performance issue is a “can’t do” issue:■■New/ updated aviation regulations or policies requiring new knowledge or skills; i.e. Safety Management Systems■■A customer request for new products or services;■■New technology or poor performance (resulting from a knowledge or skill deficiency); ■■Higher performance standards; and■■New jobsTRAINING IS NOT THE BEST SOLUTION WHEN THE PERFORMANCE ISSUE IS A RESULT OFISSUES RELATED TO:■■Internal policies and procedures issues; ■■Recruiting, selection or compensation issues; ■■A lack of coaching and feedback;■■Insufficient equipment or resources; and■■A lack of motivation (job-person fit; person-org fit); a “won’t do” issueTRAINING NEEDS ASSESSMENT — YOUR KEY TO SUCCESS KEVIN CARON He is the Head of the Global Training and Developing Nations Airport (DNA) Assistance Programme for ACI World. 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 Montreal) before joining IATA in 2003, where he held two training management positions in security and airports. THE ELEGANCE OF TRUE INNOVATIONAXIS designs and builds award-winning Full Flight Simulators, employing innovative technologies that significantly improve functionality while reducing complexity and maintenance.- Leading edge technology- Maximum availability- Comprehensive supportPhone +43 5 9889-0, www.axis-simulation.com“In these cases there are other tools that the organization should evaluate, such as job redesign, increased feedback and removal of obstacles.”XXX ICAO TRAINING REPORT – NUMBER 2 2016 17 ICAO PARTNER BRIEF – ACIIn these cases there are other tools that the organization should evaluate, such as job redesign, increased feedback and removal of obstacles. If training is the route identified, three levels of analysis should be carried out to ensure the best training course is provided: Airport level - Organizational Analysis■■To align training with business strategy and ensure there are resources and managerial support for training;Job - Task Analysis■■To identify the important work-related tasks and knowledge, skills, behaviors, abilities (KSBAs); determine if the content and activities are consistent with trainee on-the-job experience; and to develop measurable and relevant content, objectives and methods;Individual - Person Analysis ■■To ensure that trainees have the basic skills, motivation, prerequisite skills or confidence.THE ELEGANCE OF TRUE INNOVATIONAXIS designs and builds award-winning Full Flight Simulators, employing innovative technologies that significantly improve functionality while reducing complexity and maintenance.- Leading edge technology- Maximum availability- Comprehensive supportPhone +43 5 9889-0, www.axis-simulation.comIn the next issue, I will provide examples of the actual design of the TNA. Until then, remember that if a training needs assessment is not conducted, a training programme may fail to clearly meet the airports performance need, which will result in diminishing returns on what is likely a costly investment. Next >