Background
The Jardine Aviation Services Group (JASG) is a subsidiary of the Jardine Matheson Group and provides services for clients at Hong Kong International Airport. JASG employ some 200 staff at the airport and they divide across two separate companies. Jardine Airport Services, with some 1200 staff, deliver passenger services including check in and reception (landside) and aircraft reception (airside). These airport service staff have a high level of education, with a good proportion of graduates - they are in constant interaction with the client’s customers. The second company, Jardine Air Terminal Services, has 800 staff. Here the activities are operational – the moving of ramps and land stairways and loading and unloading of freight and luggage. The staff are less-qualified and the job involves a mixture of equipment handling and manual work. JASG passenger and airport services are supplied to 20 different airlines.
The timing of the work is determined by flight patterns. As a consequence there are a lot of split shifts; staff are needed in the morning and evening with down-time in between. Staff attrition is therefore a problem and there is a continuous requirement to bring new staff up to the required level of competence in the shortest possible time. This is particularly true in the case of passenger services: travellers have a clear expectation that the person they are dealing with knows the answers and can work the systems – irrespective of the complexity of their enquiry.
The training challenge
In these circumstances, Ben Li, the JASG Learning and Development Manager, faces continuous demands for training new joiners and in providing basic operational training. The latter requirement can arise at short notice when a new client airline is secured. Ben Li estimates that in 2005 training for new joiners and operational training (mainly for passenger services) accounted for over 90% of his training effort.
A major concern for Ben Li is to free up resources to invest more time and energy in management training. He can take advantage of a strong commitment to training and learning from his CEO. Four major areas where the human resources and the learning and development functions can contribute to the business have been identified. These are:
- ensure a sufficient supply of talented staff
- identify and develop a JASG talent pool
- facilitate process improvement through training and skills practice
- keep management up to date on all compliance issues
JASG are participants in the Jardine Group’s staff planning and management development systems, and also undertake their own soft-skills and management training. However, the immediate requirements of new starter training and operational training must be satisfied and Ben Li’s challenge is to deliver this in the most efficient and cost-effective manner.
New joiner and operational training
The knowledge and skills required of a passenger services agent can be divided into three categories. First, there is a need to understand basic check-in procedures. These are generic systems and processes: with some minor exceptions they will apply across all airlines. Secondly, there is a need to know the requirements of specific client airlines – for example, details of their frequent flier programmes. Thirdly, there is a need to apply the IT software: the basic passenger handling and check-in systems. The second and third categories are constantly changing and the JASG agent must be able to meet the requirements of a whole number of client airlines – often working for several clients in the same day.
Ben Li and his team have developed a nine week basic induction programme. Ben Li and his team have developed a nine week basic induction programme. Details for the programme for passenger services are set out in the table below.
Week Programme
1 Induction, Fare & Ticketing (4 days)
2 Basic Check-in product (4.5 days)
3 Passenger Handler, other airline product (4 days)
4 On the job training
5 Passenger Handler – other airlines (2-4 days)
6 Dangerous Goods and Security (1 day)
7 Basic Customer Service Skills (2 days)
8 On the job training
9 On duty
It can be seen that the primary means of delivery is the classroom. New joiners are divided into cohort groups (these can range form 3 to 18 depending on the number of joiners, though generally the figure is at the top end) and receive instruction from a trainer. In Ben Li’s view that remains the most efficient approach. However, he has in hand, or is in the process of developing, a number of initiatives to improve the effectiveness of the training process. These include:
The use of line trainers
Currently some 15 staff have been identified and developed in this way. They could work in either passenger or airport services but have management responsibility for operational aspects of the service provided for client airlines; they will have the skills and motivation to act as classroom instructors and also teach on the job.
Establishing a network of coaches
So far 150 have been identified; they participate in a ‘train the trainer’ session and receive a small enhancement of salary. Currently there are plans under discussion to formalise the coaching system, which may include the systematic collection and review of feedback from trainers and supervisors on the performance of the coach.
One other potential area for process improvement, which could facilitate shorter time to competence, is the use of e-learning. Ben Li’s view is that e-learning could be of most value in the first stage generic requirements in passenger services. Production of acceptable material would require a tight specification by JASG’s learning and development team before issuing a contract to a software house. Such e-learning would be deployed as a precursor to the classroom and would be closely integrated with instructor-led training – a blended approach.
The induction training for operational staff is also tightly specified. However, the requirement of the job varies considerably. Loaders, for example, need 5 days classroom or simulation training and 4-10 days on the job training. Equipment operators 3-5 days classroom followed by 5-10 days on the job. Ramp workers may only need a day in the classroom and conveyor belt operators a day and a half. For all these people an area of the airport is set out for simulation training, where equipment can be deployed in a controlled environment. As can be seen on-the-job training is a key part of the process. At the end of the training period all operational staff are tested and certified in the requirements of the job.
Moving forward
As is evident, much of the learning and development efforts are concentrated on the day-to-day operations. The majority of JASG’s employees are involved in routine activities, though there is a continuing need to update knowledge and skills as processes change. However, there is a recognised requirement to build a more effective management culture. When a contract for services is agreed with an airline, JASG becomes, for a period, a sole supplier. There is a danger that complacency can set in rather than a desire to seek process improvements. Hence Ben Li’s determination to put more of his efforts into proactive leadership and management development.