How to Conduct Training for Emirates Airline Employees?

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Table of Contents

Instructor Manual
Training Schedule
Implementation procedure and effectiveness
Training Action Plan Tabular representation
Summary of the Training and Implementation strategy
References

Instructor Manual

Delivery mode

The program will be delivered via PowerPoint presentation through an expert(s) in the human resource management department at the Emirates Airline.
This delivery mode is easier to use and cheaper in the long run, especially since the targeted trainees are more than 50 employees.

Duration of the Training

The training and development strategy is continuous but periodically executed after every six months.
The first phase of training will be on personal development while the second phase on teamwork and production quality skills.
The two phases will target the intra and interpersonal development of an employee in relation to performance in the work environment.

Target Audience

The target audience for the training and development strategy is thirty employees to one hundred employees of the Emirates Airline. The audience may comprise of junior, intermediate, and senior staff of the company.

Training Schedule

Week 1

Personal Skills

Understand the expectations of Emirates Airline.
Understand personal motivation and self targets.
Understand the need for discipline and accuracy in service schedules.
Understand personal etiquette and professionalism in the Emirates Airline environment.
Recognize the impact of self-evaluation in networking.

Week 2

Teamwork and production Skills

Understand teamwork and its significance in meeting the targets at the Emirates Airline.
Underhand the hierarchy of reporting progress and consulting within the Emirates Airline.
Evaluate inter and intrapersonal skills in communication within the team.
Understand group motivation and integrity in experimentation and reporting progress.

The process of learning within the proposed employee training program will be conducted through the PowerPoint presentation. The four main categories of intervention strategies in organizational development that may be highlighted in the program include strategies that are based on the human processes, structural orientation, technological orientation, and techno-social orientation in relation to service competency (MacKay & McKiernan, 2004).

Human process-based safety intervention strategies such as the proposed training program aimed at making an improvement to the general state of relationships between the targeted individuals and within groups in the organizational setup. To attain this, a sensitive form of training will be carried out to ensure the new hires and the current employees remain aware of service competency and the need to adhere to the set rules in the dynamic working environment. The main driving point in this particular approach is the argument that a good state of relations, information transfer, and collaboration are essential in fostering good environments for the flourishing of an organization (Rouse, 2014).

Implementation procedure and effectiveness

The success evaluation criterion for the proposed training functions on the method of delivery. The training will be delivered through a performance etiquette video, booklets, and a PowerPoint presentation. The main delivery method is appropriate since the training program is practical oriented. The delivery is characterized by elements such as specialized training, use of technology, and appropriate navigation. Reflectively, these factors will be internalized in the training program to foster a proactive attitude among the staff towards safety. Therefore, organizational effectiveness is the cornerstone for modeling acceptable performance regulations and hazards within the company. The improvement of the proposed training should incorporation a people subsystem.

The people subsystem may be effective when the objectives are properly matched with the need for optimal performance. As a result, there will be the desirable observance of competency standards within acceptable organizational behavior, which will empower the employee to be responsive to the learning initiatives (Mankin, 2009).

Training module	Goal setting	Feedback Channel	Exception Criteria	Evaluation Criteria
Empowering employees to participate more in the service process	Setting attainable assignments and allowing employees to consult on the same	Creating interactive sessions for the workforce	Establishing the organization culture and ethics	Review of performance periodically after every stage of training
Creating more motivational programs involving team work activities	Fixing motivational programs in annual calendar	Performance comparison between teams	Defining limits for responsive training	Testing team spirit and insight

Training Action Plan Tabular representation

Training Module	Required Resources	Leadership responsibility	Steps taken	Barriers	Performance Indicators
Empowering employees to participate more in the service process	Outsourced expert. Training materials.	Group leaders implementing. Training manager-evaluation.	Periodic training. Interactive forums	Educational levels. Authority and responsibility	Analysing feedbacks from suggestion boxes
Creating more motivational programs involving team activities	Team games Entire team participation	Team leaders Team captains Overall captain.	Initiating training goals. Resource allocation for awards	Convincing the expected participants to embrace the event. Divergent interest on team building activities	Testing team spirit and insight.

Summary of the Training and Implementation strategy

Self-evaluation skills on individual concentration levels during training encompass actual and expected outcomes. Through designing relevant program training model, concentration evaluation will remain active in developing dependence of interest attached to an activity, creating proactive relationships, and monitoring their interaction with physical aspects of team evaluation. Eventually, this pays off since that individual will learn to appreciate the essence of learning and need to stay active. Thus, despite training coordination being rated as a high self-management assessment strategy, actionable planning is of the essence to create a solution-oriented task and strategy implementation secession for quantifying performance levels, especially in the dynamic Emirates Airline environment (Ddekinge & Ployhart, 2008).

References

Ddekinge, H., & Ployhart, R. (2008). Developments in the criterion-related validation of selection procedures: A critical review and recommendations for practice. Personnel Psychology, 61(4), 871-925. Web.

MacKay, B., & McKiernan, P. (2004). The role of hindsight in foresight: refining strategic reasoning, Futures, 36(2), 161-179. Web.

Mankin, D. (2009). Human resource development. Oxford, UK: Oxford University Press. Web.

Rouse, M. (2014). What is Key performance indicator (KPI)? Web.