Some Key Warning FlagsÖ

  Click here for actions to take if

you have these warning signs below...

You have weak leadership and ownership when Ö

  • You think training must be doing well because plant performance is good
  • Training staff doesnít feel responsible for plant performance
  • Managers donít recognize or detect significant problems when they monitor and oversee training processes and activities
  • Line managers infrequently observe training, provide meaningful comments, or verify that expectations are met
  • Managers inconsistently support training oversight committees
  • Managers do not provide routine oversight of student evaluation methods
  • Workers are assigned to tasks for which they are not qualified
  • First-line supervisors donít attend continuing training with their crews
  • Line managers donít know the training process or industry training standards
  • Student dissatisfaction isnít recognized or responded to in a timely manner
  • Managers donít recognize emergent training problems or trends when analyzing performance data

  You have weaknesses with the conduct of training and trainee evaluation whenÖ

  • Trainers and evaluators donít model management standards and expectations
  • Training materials and question banks are not current when used
  • Trainers and evaluators are not reinforcing standards and expectations during all training and evaluation activities
  • Students arenít evaluated in non-technical skills and behaviors
  • Students donít participate in class activities or discussions
  • Makeup training isnít completed or is conducted at a lower standard than the original training
  • The cognitive level of training or evaluations does not match stated objectives

   You have weak self-assessments when Ö 

  • Line managers arenít active in self-assessment activities
  • Corrective actions from self-assessments are not timely or are often postponed
  • Thereís no follow-up to evaluate if corrective actions are effective
  • Problems identified in one program arenít considered in other programs
  • Observations of training activities arenít included
  • Lessons learned from industry training experience are not considered
  • Training weakness trends identified from previous internal assessments and external evaluations arenít identified
  • Few industry peers participate in self-assessments

Your training organization is isolated ifÖ

  • Your training personnel donít have much interaction with other plant personnel, donít participate as peers on self-assessment or accreditation teams, or arenít aware of training lessons learned from other plants
  • Benchmarking activities related to training are infrequent and donít result in change

Your use of the systematic approach is weak whenÖ

  • Training doesnít address known performance problems or knowledge and skills needs that are identified
  • Training processes arenít part of plant or corporate change management policies, procedures, and practices
  • Managers donít know how to apply a systematic approach to training
  • Training impacts arenít considered after significant changes are made to the organization, processes, equipment, or procedures
  • Training needs arenít considered when new positions are developed or existing ones are modified
  • Methods for determining training effectiveness are not identified
  • Continuing training is not consistently used to refresh fundamental knowledge
  • Candidate selection and evaluation of training needs are not rigorously implemented
  • Continuing training hours or student evaluations are reduced without a SAT basis

 You donít have the right training resources and expertise whenÖ

  • Strategic planning doesnít consider or include long-term training needs or the aging workforceís impact on training
  • Trainingís staff size is reduced without consideration of the long-term impact
  • Cumulative knowledge, skill, and experience of the training staff have declined
  • New instructors do not receive the necessary training and qualification to successfully perform in that role
  • Simulator capabilities have not kept pace with operator training needs (new)
  • Training managers have little training experience and donít receive training or mentoring
  • Training managers and staff have other duties that compete with their training responsibilities
  • Requested training isnít timely, or itís not provided
  • The backlog of significant training corrective actions is trending up
  • Training facilities are in need of upgrade

You know distractions impact training whenÖ 

  • Continuing training is suspended during prolonged outage periods
  • Other activities take the focus away from training (for example, merger/acquisition activities, major regulatory challenges, significant plant performance issues, and extensive support of plant activities)


  Reference: INPO Warning Flags, Institute of Nuclear Power Operations, Atlanta, GA - February, 2010.