Why continuous development will define flight operations

Maintaining pilot quality levels and wellbeing goes far beyond simply meeting the mandatory requirements for recurrent training. Airlines should give careful thought to how their training is structured and delivered, what they invest in beyond the mandatory requirements, and how they support their pilots. Diako Rad, Director of Flight Operations, and Sandra Diaso, Head of HR, at premium VIP charter and ACMI provider KlasJet, explore the importance of a proactive approach to pilot training.

Beyond the mandatory requirements

All pilot training must conform with mandated training requirements by the relevant authorities. In the case of Europe, the European Union Aviation Safety Agency (EASA) requires recurrent training that must be carried out following a 3-year plan. Over this period, an extensive list of training topics must be covered.

“Airlines are free to decide how and when these topics are addressed. For example, we have our mandatory training organised in 6-month phases, with simulator sessions and recurrent training taking place every half year,” explains Diako Rad, Director of Flight Operations at KlasJet.

According to him, airlines should also invest in additional training programmes that match with their team requirements and business model. “Crew Resource Management (CRM) is an important area to focus on, especially if you are an international company with multinational crews and clientele. This brings certain challenges in terms of communication styles, and to manage these challenges it is important to go beyond the basic requirements of CRM training to include additional modules,” says Rad. On the other hand, international carriers benefit in specific ways from their global team. In the case of KlasJet, having evaluators from across the world enables it to keep up with the latest trends and developments in pilot training.

“Another area for consideration is increasing pilot proficiency, which then improves efficiency and leads to better and safer flights from a flight crew perspective. To achieve this improved proficiency, airlines should do more than the mandatory requirements in terms of Standard Operating Procedures (SOPs),” comments Rad.

The shift to evidence-based training

In terms of how training is delivered, the ongoing adoption of evidence-based training (EBT) within the industry is having a widespread influence. The concept of EBT has existed for almost two decades, and the approach was officially endorsed by the International Civil Aviation Organization (ICAO) in 2013, and the EASA two years later. Nevertheless, these endorsements were just the first step in the adoption of EBT, and its roll out is an ongoing process that impacts pilot training today.

EBT is a data-based approach to training and assessment that evaluates a trainee’s ability across a range of core competencies. These include “hard” skills, like aircraft flight path management and workload management, and “soft” skills, like leadership and teamwork. Trainers must provide clear evidence of any problematic behaviours they observe.

Diako Rad is fully behind the adoption of EBT and believes it provides a way to offer more tailored and precise training that improves individual pilot performance. “EBT is about moving away from an old school training set up with a one-size-fits-all approach. It is a more modern methodology which enables you to adjust training to suit an individual’s needs and focus on core competences. Naturally, rolling out EBT is not something that can happen overnight, but I am pleased that the trend is towards this kind of training,” says Rad.

Human connections matter

Support and emotional wellbeing are also critical for pilots, especially given the demands and intensity of the role. Strengthening team spirit is one way to meet this need. A simple yet effective practice for building a sense of community within a team of pilots is to hold recurrent training at the carrier’s base. In the case of KlasJet, training of this nature is conducted at the company’s headquarters whenever possible, giving pilots the opportunity to meet face-to-face with their supervisors and other team members, which builds a sense of community and trust-based connections between managers and pilots.

Airlines should create other opportunities to meet their pilots and crew face to face on a regular basis, says Sandra Diaso. “The human side is very important. We conduct base visits regularly in order to talk to our crews, listen to how they are feeling, and check on any issues. We also have monthly meetings online to discuss various topics that are relevant to our team. I believe this approach strengthens us as a team and leads to better understanding,” she comments.

A proactive approach that extends beyond the classroom

Non-standard situations can happen in aviation. When they do, it is important to offer concrete support to crew members. “Let’s say that your crew has been involved in an intense or stressful job, such as an evacuation flight. It is very important after these flights for the pilots to know there is help on offer if they need it. They should be provided with access to professionals who can give psychological support. Overall, it is very important to adapt to situations quickly and support the crew in a concrete way, not simply to wait for training sessions,” says KlasJet HR Head Sandra Diaso.

KlasJet Director of Flight Operations Diako Rad adds that pilot training and wellbeing is a continuous and ongoing activity. “Crews require constant education and training. Airlines can facilitate this by sharing publications and discussing specific cases and the lessons you can learn from them. Overall, training should not be just something that is scheduled for a particular time. Crew members will truly appreciate it when their training is constant and ongoing, and delivered through different platforms,” he concludes.The post Why continuous development will define flight operations appeared first on AeroTime.

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