CLOSE-UP "It's really about continuous learning and trying to create the energy and the belief that people should strive to be lifelong learners in order to maximize their success." Jeff Joyce, Director, Terminal Engineering, BC Ferries IN 2006, BC Ferries Queen of the North sank south of Prince Rupert. Although 99 passengers and crew were saved, 2 passengers disappeared and were pre- sumed drowned. The accident precipi tated an overhaul of every aspect of BC Ferries that has resulted in the company becoming an industry leader not just in Canada but around the world. Prior to the accident, BC Ferries' onboarding process was the same as that in many other organizations. "If you were new to the company, were moving to another vessel, or being promoted, you would be hooked up with someone and follow that person around, observe, and listen and even tually try things out under that person's oversight," explains Jeff Joyce, director of terminal engineering. "When it was reasonably felt that you were capable of safely doing the job yourself, you were given a clearance for that position." As customary as that was at the time, it was too reliant on the skills of the person being shadowed. If that staff member wasn't sufficiently experi- enced, was too busy, or just didn't enjoy being shadowed, the results could be inconsistent. Although it had worked well enough for 45 years, it became apparent that a more standardized training system might produce more (SEA) program and its Simulator Training Centres (STC). "What we do now in almost all of our entry-level positions is put them through a bit of training before we even decide to hire them, just to see how they perform says Joyce. That pre-hiring training is the first phase of SEA and requires candidates to immerse themselves in an online self-study workbook. Only once they have passed a multiple-choice exam can they advance further in the hiring process "It really ups the ante for the can didate recognizing that we're serious about our training and that we want to make sure that we have effective people and safe people with the right qualities says Joyce Once hired, new employees undergo a day-long orientation program. From there they advance to the second phase of SEA.on-board or on-site education "The third phase of the program is the clearance phase, which includes the exam as well as demonstrative activities... that they have to do." Joyce explains. "It's sort of like a board approach, where they have to respond to scenarios that are given to them verbally. Employees have to be successful in every phase in order to be cleared and officially allowed to work." SEA continues well beyond hiring, however. The fourth phase focuses on skill enhancement and career pro- gression, providing BC Ferries more than 4000 employees with the constant opportunity for professional advance- ment. "It's a process that ensures that for those that want it, there's always hope and a career path." Joyce says. "It's about continuous learning and trying to create the energy and the belief that people should strive to be lifelong learners in order to maximize their success." As mentioned, along with SEA. BC Ferries also rolled out their state- of-the-art Simulator Training Centres. "The simulation training program started as an idea to improve bridge team effectiveness, and we went through a planning and procuring pro- cess to eventually start delivering cur riculum in October 2011." Joyce says. Today, the company has 3 bridge sim- ulators, and during the summer, when all hands are literally on deck carrying customers, the centres instructors head out to the fleet to observe the bridge teams in action and to evaluate if the STC lessons are being incorporated into daily use Not only have SEA and STC improved the company's safety record, but since their introduction, there has been a drop in absenteeism, an improvement in staff retention levels, and an increase in the number of staff involved in delivering training, from 67 to 425. In addition, other marine service providers have expressed an interest in using BC Ferries' excess capacity in the simulators, providing the company with a possible extra revenue stream consistent results. The outcome was BC Ferries' Stan- dardized Education and Assessment HRM CLOSE-UP APPLICATION 1. What changes would you make to the orientation program at BC Ferries? Why are you making these specific recommendations? 2. How could BC Ferries evaluate the return on investment for their simulation training? 3. BC Ferries involves front-line employees in the development of SEA material and STC curricula. What could be a potential downfall with this approach? 4. What specific types of future training should BC Ferries focus on to ensure ongoing success? CLOSE-UP "It's really about continuous learning and trying to create the energy and the belief that people should strive to be lifelong learners in order to maximize their success." Jeff Joyce, Director, Terminal Engineering, BC Ferries IN 2006, BC Ferries Queen of the North sank south of Prince Rupert. Although 99 passengers and crew were saved, 2 passengers disappeared and were pre- sumed drowned. The accident precipi tated an overhaul of every aspect of BC Ferries that has resulted in the company becoming an industry leader not just in Canada but around the world. Prior to the accident, BC Ferries' onboarding process was the same as that in many other organizations. "If you were new to the company, were moving to another vessel, or being promoted, you would be hooked up with someone and follow that person around, observe, and listen and even tually try things out under that person's oversight," explains Jeff Joyce, director of terminal engineering. "When it was reasonably felt that you were capable of safely doing the job yourself, you were given a clearance for that position." As customary as that was at the time, it was too reliant on the skills of the person being shadowed. If that staff member wasn't sufficiently experi- enced, was too busy, or just didn't enjoy being shadowed, the results could be inconsistent. Although it had worked well enough for 45 years, it became apparent that a more standardized training system might produce more (SEA) program and its Simulator Training Centres (STC). "What we do now in almost all of our entry-level positions is put them through a bit of training before we even decide to hire them, just to see how they perform says Joyce. That pre-hiring training is the first phase of SEA and requires candidates to immerse themselves in an online self-study workbook. Only once they have passed a multiple-choice exam can they advance further in the hiring process "It really ups the ante for the can didate recognizing that we're serious about our training and that we want to make sure that we have effective people and safe people with the right qualities says Joyce Once hired, new employees undergo a day-long orientation program. From there they advance to the second phase of SEA.on-board or on-site education "The third phase of the program is the clearance phase, which includes the exam as well as demonstrative activities... that they have to do." Joyce explains. "It's sort of like a board approach, where they have to respond to scenarios that are given to them verbally. Employees have to be successful in every phase in order to be cleared and officially allowed to work." SEA continues well beyond hiring, however. The fourth phase focuses on skill enhancement and career pro- gression, providing BC Ferries more than 4000 employees with the constant opportunity for professional advance- ment. "It's a process that ensures that for those that want it, there's always hope and a career path." Joyce says. "It's about continuous learning and trying to create the energy and the belief that people should strive to be lifelong learners in order to maximize their success." As mentioned, along with SEA. BC Ferries also rolled out their state- of-the-art Simulator Training Centres. "The simulation training program started as an idea to improve bridge team effectiveness, and we went through a planning and procuring pro- cess to eventually start delivering cur riculum in October 2011." Joyce says. Today, the company has 3 bridge sim- ulators, and during the summer, when all hands are literally on deck carrying customers, the centres instructors head out to the fleet to observe the bridge teams in action and to evaluate if the STC lessons are being incorporated into daily use Not only have SEA and STC improved the company's safety record, but since their introduction, there has been a drop in absenteeism, an improvement in staff retention levels, and an increase in the number of staff involved in delivering training, from 67 to 425. In addition, other marine service providers have expressed an interest in using BC Ferries' excess capacity in the simulators, providing the company with a possible extra revenue stream consistent results. The outcome was BC Ferries' Stan- dardized Education and Assessment HRM CLOSE-UP APPLICATION 1. What changes would you make to the orientation program at BC Ferries? Why are you making these specific recommendations? 2. How could BC Ferries evaluate the return on investment for their simulation training? 3. BC Ferries involves front-line employees in the development of SEA material and STC curricula. What could be a potential downfall with this approach? 4. What specific types of future training should BC Ferries focus on to ensure ongoing success