Some Key Warning Flags…

  Click here for actions to take if

you have these warning signs below...

You have weak leadership and ownership when …

• You think training must be doing well because plant performance is good
• Training staff doesn’t feel responsible for plant performance
• Managers don’t 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 don’t attend continuing training with their crews
• Line managers don’t know the training process or industry training standards
• Student dissatisfaction isn’t recognized or responded to in a timely manner
• Managers don’t recognize emergent training problems or trends when analyzing performance data

  You have weaknesses with the conduct of training and trainee evaluation when…

• Trainers and evaluators don’t 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 aren’t evaluated in non-technical skills and behaviors
• Students don’t participate in class activities or discussions
• Makeup training isn’t 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 … 

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

Your training organization is isolated if…

• Your training personnel don’t have much interaction with other plant personnel, don’t participate as peers on self-assessment or accreditation teams, or aren’t aware of training lessons learned from other plants
• Benchmarking activities related to training are infrequent and don’t result in change

Your use of the systematic approach is weak when…

• Training doesn’t address known performance problems or knowledge and skills needs that are identified
• Training processes aren’t part of plant or corporate change management policies, procedures, and practices
• Managers don’t know how to apply a systematic approach to training
• Training impacts aren’t considered after significant changes are made to the organization, processes, equipment, or procedures
• Training needs aren’t 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 don’t have the right training resources and expertise when…

• Strategic planning doesn’t consider or include long-term training needs or the aging workforce’s impact on training
• Training’s 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 don’t receive training or mentoring
• Training managers and staff have other duties that compete with their training responsibilities
• Requested training isn’t timely, or it’s not provided
• The backlog of significant training corrective actions is trending up
• Training facilities are in need of upgrade

You know distractions impact training when… 

• 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)

==> SUGGESTED ACTIONS TO TAKE IF YOU HAVE THESE WARNING SIGNS !

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