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This synthesis identifies current training practices for newly hired airport maintenance per- sonnel, primarily at general aviation (GA) airports; documents many of the core training ele- ments and resources used at those airports; and identifies methods to assist new maintenance personnel in comprehending the airport campus and its operating environment. The specific objectives of this synthesis were: (1) to locate, document, and assemble infor- mation on the training of new airport maintenance employees; (2) to identify current chal- lenges and practices used at airports, particularly at GA airports; (3) to document core training elements and resources for newly hired maintenance personnel; and (4) to identify resources that may help increase the knowledge and understanding of the new maintenance hires about the airport campus and its operating environment. The intended audience for this synthesis is airport operators at GA airports who seek infor- mation on successful peer practices or direction to current comprehensive safety and security training resources for new maintenance employees. Although the synthesis target is GA air- ports, small commercial service airports can also benefit from the information provided, as they often face the same manpower and training issues as the GA airports. Information for this report was obtained through a survey of 30 GA airports throughout the United States. For comparison purposes, 10 additional air carrier airports were also surveyed. The overall response rate to the survey was 80%. Websites associated with air transportation, airlines, aviation safety, and airport ground handling services were also reviewed. Several aviation chat sites and airport conferences were visited in search of information and participation related to the subject matter. Lastly, queries were made to airport consulting firms, airport training individuals or organizations, airport trade committees, and other professional individuals who might have insight into the subject matter. The literature search generated little in the way of academic research or other reports that specifically address the training challenges of new airport maintenance hires. This report therefore brings new data and findings to the subject. Although training material was found that would assist airport operators, most of the resources address either the requirements necessary under Part 139 airport certification or for training pilots to operate on an airport. The responses from survey participants indicate that GA airport managers often have to integrate material from several sources to meet their needs. They desire more off-the-shelf solutions that are cost-effective, or better yet, free. Sample training outlines and sources for training material are provided in the appendices. Several major challenges and issues that airport managers face as they attempt to integrate newly hired maintenance personnel into their organizations are identified in the report. This study found that at GA airports, the responsibility for training often falls on the shoulders of the airport manager or supervisor, who may not have the requisite training background or the instructional tools and material to train new hires effectively and efficiently. The study SUMMARY HELPING NEW MAINTENANCE HIRES ADAPT TO THE AIRPORT OPERATING ENVIRONMENT
2 concluded that the lack of instructional resources and skilled instructors, along with reduced staffing and budgets, variable workforce quality, difficulty in trainee scheduling, and trainer time constraints, all make it difficult properly to prepare a new maintenance employee for operating safely on the airfield. The size of the organizations at the GA airports in the survey ranged from three to 70 employ- ees; the majority had fewer than 15. Those airports with a greater number of employees gen- erally provided additional services on the airport, such as aircraft fueling or aircraft rescue and firefighting. The number of employees with access to the airfield ranged from two to 19, suggesting that airports tried to limit the exposure to safety and hazards on the airfield, but also perhaps attempted to limit the amount of training managers needed to perform. For the period from January 2011 to August 2012, the 30 GA airports in the study hired, on the average, less than one new maintenance person each. Those airports, according to the study, provided an average of 52.6 hours of training to new hires, but a number of airports provided less than one day of orientation training. Most managers were found to be satisfied with the level of new maintenance employee training, in part because it is so infrequent. The responsibility for developing, conducting, and ensuring proper integration of a new employee into the organization was found to be trying for the manager. Eighteen of the smaller GA airport organizations had fewer than 15 employees. At those 18 airports, the airport manager or supervisor is the person primarily responsible for training any new main- tenance hire. The ability of the managers or supervisors to provide such instruction compe- tently was not assessed in this study, but the issue was identified as a concern for properly adapting new hires to the airport environment. It was found in the study that most new maintenance hires access the airfield for the fol- lowing reasons: electrical repair, pavement maintenance, emergency response, mowing, and infrastructure repair. These new hires may either be airport employees or individuals from public works department, fixed base operators, tenant organizations, FAA, or outside trades- men, contractors, or laborers. Airports certified under Part 139 are required to provide new employees with a minimum amount of training on certain topics. Given those regulatory requirements, the GA airports in the study provided, on average, 52.6 hours of new-hire training. That average includes the non-certified GA airports, where most new employees were given less than one day of ori- entation. The time spent on training tenant and contractor employees was even shorter. The survey found the amount of time the airport managers would like to expend on new mainte- nance hires averaged 56 hours of training. On-the-job training was the predominate method of training newly hired maintenance employees. It was not feasible to produce a definitive outline of essential training topics in this report, because of the wide variation in airport sizes, operations, geographic and weather conditions, and local requirements. However, there was full agreement on four specific topic areas: ground vehicle operation; foreign object debris inspection; pavement maintenance and inspection; and lighting, signs, and markings. (Increasing airport safety would dictate additional topics.) This report provides a list of additional topics and their relative importance, as gleaned from survey respondents. It was found in the survey that while many GA airports indicated they had a training program in place, the program was not well-defined or organized for consistent delivery. This could lead to inadequate or incomplete training of the new hire and increase the safety risk and hazard exposures to the employee or contractor/tenant accessing the airport. This report lists a number of safety hazards and risks that a new maintenance employee or tenant/contractor might encounter on the airport, or that he/she might pose to others. Education and training organizations worldwide generally advocate a number of steps for a successful new hire adaptation process, such as developing an orientation training program;
3 ensuring proper funding of any needed training; conducting the training long enough to ensure understanding and comprehension; following up the instruction with on-the-job practical training and assessment; documenting the training that occurs; and promoting and providing a philosophy of lifelong learning. However, the practical implementation often is not so simple. Adapting new maintenance hires to the airport environment in a safe and efficient manner is a challenge at large air carrier airports, but even more so at small GA airports. It is concluded from the survey data, interviews, and literature review that GA airports lack applicable up-to-date, comprehensive training materials, videos, or computer presentations that are economically feasible to obtain or receive. Survey responses indicate that it would be beneficial to have both new hire and recurrent training material organized and developed specifically for GA airports; material that is current and functional; and that requires little or no expense. Based further on the findings and conclusions, it can be surmised that airport managers could benefit from learning instructional development skills as part of their career progression, and from receiving more support and resources from larger organization or governing bodies in helping new maintenance employees to comprehend and adapt to the airport operating environment.
