TRB Presentation Wes-Pac

8/14/2019 TRB Presentation Wes-Pac

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es ern ac cRegional Meeting, .Berkeley Ca March

2008

TrainingTrainingReview BoardsReview Boards
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Common MisconceptionsCommon Misconceptions

C a n o n ly b e h e ld a fte r d e ve lo p m e n ta lru n s o u t o f.hours

N A TC A is ju st th e re to g e t som e o n e m o re tim e .Just another box to check to wash someone out


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, :Today we will discuss When and why a training review board

convenes

Who is on the board

The expectations of NATCA srepresentative on the board


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,tation there will boxes that look like this contai. .3120 4L AIR TRAFFIC TECHNICAL TRAINING

How to prepare for the meeting

What to expect in the meetingMaking a recommendation


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ies for training success were utilized while maintaining th

What does this mean? The TRB evaluates the training process bylooking at all training documentation and by

interviewing those involved. It determineswhether or not the developmental was givenevery reasonable opportunity to succeed and

then makes a recommendation to the managerto continue or discontinue training.

Purpose of Review BoardsPurpose of Review Boards


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When do we do a TRB?When do we do a TRB?

W h e n tra in in g is su sp e n d e d. It does%not have to be at 100 of target

.hours

If the training team recognizes that the developmental is not,progressing toward certification a Training Review Board may be.requested The TRB must take an in depth look at the training that

,occurred up to that point and identify and correct deficiencies inthe process that the training team was unable to fix or even missed

.altogether The minimum goal is to provide the developmental with a,fair opportunity to certify rather than just letting them run out of

.hours without an appropriate training plan The TRB looks at thetraining as whole and makes a determination as to whether or not the.employee should continue to train If the TRB determines the trainee

,should continue it should recommend how to address any deficiencies,in the training to date any roadblocks and any other help it can

.offer


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We can start making the

benefitsof a TRB outweigh the risks

HOW?InvolvementInvolvement

InterventionIntervention


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Instructor saying the trainee will nevercheck out

The trainee saying they will never check

!out Irregular trainingShort training sessionsTrainee and instructor on different shifts

Supervisors that are suddenly veryconcerned that all of the paperwork is.done correctly

Other controllers saying it s hopeless or

not saying anything

Here are some warning signsHere are some warning signs


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Training must be considered a

very high priorityby NATCAReps

TIP!ATCA reps designated to observe the training that is happening in the building. Designate a T

It takes constant

awareness by more than one.person Stay in front of.problems In close knit

, groups of controllers it seasy to have an idea of

,what s happening but thats no substitute for

asking important.questions


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One NATCA representative sits on the board with

members of management to evaluate theprocess. A different rep should accompany thetrainee to their interview as theirrepresentative.

NATCAs Role In The TRBNATCAs Role In The TRB

:y the following group/ :selected by the ATM hub manager

- - / . ( ,CPC in Training developmental s supervisor If not available onsite the hub manager may assign this d. (es where this position is staffed If not available

/ .)to any support operations manager in the hub,onsite the hub manager may designate any of

Who does NATCA assign to the

TRB?


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The most important traits to look for when picking your TRB Rep are:

COMMITMENT - There is just no substitute for this one.CONVICTION -CREDIBILITY -

The most important traits to look for when picking your Repfor Training Review Boards are:

COMMITMENT - there is just no substitute for this one.

CREDIBILITY - with the FacRep and with the bargaining unit.

COMMUNICATION SKILLS - ability to frame sound arguments.This is especially important if the TRB doesn't reach a

consensus recommendation.CONFIDENTIALITY - a good feel for how to use sensitive

information.

UNBIASED- must be able to put personal bias aside

The TRB Rep needs to be someone who canthink on their feet. Previous Rep experienceis more valuable than previous OJTIexperience.


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Obtain and organize training packageGet the training documents early-Dont let the

Agency give you the package without

enough time to evaluate its content!Build and follow a checklist.Prepare an issues/problem sheet. Will it be a

Union only document?

How does it compare?

Helpful for more than one rep to look overpackage.

Prepare Training PackagePrepare Training Package


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Coach DevelopmentalCoach Developmental

T h e d e ve lo p m e n ta lsh o u ld b e p re p a re d fo rth e typ e s o f q u e stio n s th e y w illb e a ske d a n d

.th e b e st w a y to a n sw e r A s so o n a s you fin d,o u t th e re w illb e a T R B a sk th e tra in e e to

sp e n d so m e tim e th in kin g a b o u t th e irtra in in g e xp e rie n ce a n d w h a t th e y th in k m a y

.h a ve co n trib u te d to th e ir su sp e n sio n o f O JT.H a ve th e m th in k a b o u t th in g s th a t w illh e lp

!T h e y can b e th e ir o w n b e st a d vo cate

.D e ve lo p a n d u tilize a in te rvie w sh e e t


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THINGS TOTHINGS TOLOOK FORLOOK FOR


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DocumentationDocumentation

-TRAINING ORDERS You MUST familiarizeyourself with the local and Nationaltraining Orders

Grade sheets accounted for and,completed correctly for OJT sessions

OJF and skills checks Training plans signed by entire

training team Notes from training team meetings

:Note Compile your documents in an easy to findmanner


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,Debriefs should be done consistently and should resultin the developmental having a clear understanding of

.his performance Was the training team clear with the expectations of the

developmental? Were the training team meetings timely?Did the trainee participate and communicate problems?

CommunicationCommunication

. ,sion This discussion should include an overview of the session an identificati


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How many days per week did theytrain?

How many hours per day? How many different instructors?

Did weather or equipment changes

vary widely? Did they change supervisors?

ConsistencyConsistency


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Did they occur as required? Was the meeting documented?

Were problem areas noted andsolutions discussed? Were those solutions

followed through with?

Is there an obvious datewhen the team s outlook

changed?

Training Team MeetingsTraining Team Meetings


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, , ,e n t s t e a m r e s p o n s i b i l i t i e s t a r g e t h o u r s a n d i n d i v i d u a l t r

Training PlanTraining Plan

The training plan should be morethan the same letter copied again

,and again with dates and hours

.changed There should be specificgoals giving the training team.direction Account for individual

.strengths and weaknesses


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. - - / pmental sOJT The primary OJTI will usually train the CPC in Training developmen

OJTIsOJTIs

:Common potential problems .Training with a different person every dayVastly different training philosophies of the

.instructorsContinuing to assign training with aninstructor that the developmental

.does not seem to respond to

. .Evaluation vs instruction


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Training TeamTraining Team

.ntal by continuously assessing training progress and providing feedback The sp

The training team can only be effective.with good communication Make sure that,the instructors supervisor and

.developmental had an open dialogue


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.visor The team shall meet periodically to ensure training plan objectives are, - - / tical observe the CPC in Training developmental performing tasks in a simulated

.ositions OJF shall be completed prior to beginning OJT on positions for which

.entation and input from all training team members

Training TeamTraining Team


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Was skill enhancement assigned?Did it clearly identify and address any specified

deficiency? Did they solve the problem before resuming OJTI?

Were they just checking a box ? Was the goal of skill enhancement communicated to

/trainer contractor?Have you spoken with training specialist or

contractors that helped with the skill enhancement?,ALL information is useful to YOU even if you decide

.not to introduce all of it

Skill EnhancementSkill Enhancement


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).opmental - - /nable the CPC in training developmental to return to OJT and perform at a level t( . .,perational environment e g ).seasonal traffic.rd assigned OJT hoursl identify the need for skill nhancement training based on recommendations f( . ., , ,ining e g CBI simulation lab ,lassroom position ) .observation to be provided:l

- - / .CPC in Training developmental-ented on FAA Forms 3120 / / .25 26 32


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Other ThingsOther Things

Were there holes in the training phases?Did the trainee use a lot of sick leave?Did the trainee have a good attitude?

Did they write any comments on any of thegrade sheets?Are they being unreasonably compared to

other devs?Is there any outside factors?Did they demonstrate good receptiveness to

training?


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IN THEIN THEMEETINGMEETING


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You are a member of this board be anactive participant! You are outnumberedby management personnel that may feel

you shouldnt be there. Be certain thatyour voice is being heard.

The tendency can be for management to go

into these meetings with the mindset thatthey did everything they could for thedevelopmental and made no mistakes.However, there are also times when

management goes into the meeting

Be Engaged!Be Engaged!

E t


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Expect

Anything!!Pay close attention to how the

interviews are going. You may getsome answers you werent counting

on. Be prepared to change your

strategy if needed. This is whereprevious Rep experience can behandy.


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Organizational structure of the meeting

Make sure all members of the board areclear on who is being interviewed and inwhat order, in person or via telephone

You should have questions prepared foreach interviewee

Be aware of your own style and the specificcase. Do you need to direct the meeting

in a certain sequence? Are you preparedenough to be flexible about the structure?Is there a "momentum advantage" tohaving a particular interview at aparticular time or following a particulardiscussion?

StructureStructure


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vBe thorough and ask all of thequestions you have of eachinterviewee.

vTake your time.

vMake sure your interviewees arecomfortable.

vBe conscious of putting otherBUEs on the spot.

vBe prepared.

The InterviewsThe Interviews


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Interview QuestionsInterview Questions

The following pages contain some exampleThe following pages contain some examplequestions to think about using during thequestions to think about using during the

interviews. This list is not comprehensive, andinterviews. This list is not comprehensive, andsome of the questions may not be appropriatesome of the questions may not be appropriatedepending on the circumstances. Base yourdepending on the circumstances. Base your

questions on the information gathered from yourquestions on the information gathered from your

checklists.checklists.


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For DevelopmentalFor Developmental

Tell us about your training on this sector how did it start outand was there a specific point where you felt like you stopped

progressing?Did you have a good rapport with your instructors? Was there a particular instructor that you worked better with?

Did your training team meet monthly and were you a particpant? Were the meetings productive? Did you leave with a clearindication of where you were and what you needed to work on?

Were you given an opportunity to debrief after each trainingsession?

How effective were the debriefs? Did you feel like you

understood what the instructor was trying to teach you?Did you ever feel like something needed to change in order for,you to certify? If so did you communicate this to a member of

your training team? What was their response?


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For SupervisorFor Supervisor

How long has the developmental been on your crew?Did you notice a particular point in his training in which he

,seemed to plateau? If so how did the training team respond? Was skill enhancement assigned? What kind? What items were

covered during the skill enhancement training?

Was the developmental able to demonstrate that he had learnedthose concepts satisfactorily?Did you consider assigning a new instructor? ,If the instructor did not want to train make sure and ask the

.supervisor about it , If the employee had some good qualities such as didn t use much

, , ,leave had a really good attitude was very professional make

.sure and ask the supervisor about itCan the trainee be successful? Deal only with the sector at!hand


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For OJTIsFor OJTIs

How did the training go overall?Do you feel like the environment was conducive to learning?Did you feel like the developmental was receptive to instruction? ,At some point during the training did he plateau?How did the training team respond? Was skill enhancement training assigned?

Do you think it was beneficial? Were training team meetings scheduled and did you have a chance toprepare for them?

Are there things the team tried that you would do a little differentlyif given another chance?

:now the answer to this before you askDo you think this employee's performance would improve if given

more training and can they do the job? Deal only with the sector at!hand


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Maintain FocusMaintain Focus

!Stamina is very important

, .These meetings can be very very long

Management usually tires out or starts,thinking about the end of their shift

. !etc Take advantage of this,Maintain your concentration stay on

target and represent the process and.your BUE


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Did the FAA provide the developmental with

the opportunity to succeed? Can youestablish doubt that they got a fair shake?Go back over the items we looked at:

Consistency in training

Meaningful skill enhancement

Good communication

Any problems with training team membersaddressed early?

Did management follow the trainingorders?

Other issues

Continue training? If yes, then how?

RecommendationRecommendation

Things To


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Things ToRemember

Remember we are not just checkinganother box! If you recommendcontinuation of training, make sure that

you include ways to do so that will providethe developmental with an opportunity tosucceed!

You can be creative just assigning another30 hours may or may not be enough. Youcan recommend:

Different instructors, crew, supervisor

Familiarization with surrounding sectors Unlimited trainin for a certain time eriod


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Questions &

Comments
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TRB Presentation Wes-Pac

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