How to Design and Develop a Supervisor Training Program at Qantas

This report details the design and development of a 'Potential Supervisor' training program tailored for Qantas Airways, addressing the challenges of high employee turnover and lengthy recruitment lead times. The report begins with an executive summary and an introduction providing a brief background of Qantas Airways, its products, processes, people, and customers, followed by the scope of the assignment. The methodology section outlines the process of identifying training needs, including preparing detailed job descriptions, identifying key tasks, developing task analyses, and determining the program's duration. The report then covers the preparation of employee specifications, including training and learning objectives. It also describes the training methods, evaluation criteria, and the development of training materials. Furthermore, the report addresses candidate attraction, interview processes, and selection criteria. It also includes a training schedule, expected benefits such as improved output, ROI, and reduced replacement time. The report concludes with a discussion of the program's overall impact and effectiveness, offering a structured approach to enhance supervisor skills and improve organizational performance. The report provides a comprehensive framework for implementing and evaluating the training program, ensuring its alignment with Qantas Airways' strategic goals.

HOW TO DESIGN AND DEVELOP A
"POTENTIAL SUPERVISOR" TRAINING
PROGRAM TO HELP ELEVATE THE
RECRUITMENT LEAD TIME IN VIEW OF
THE HIGH POSITION TURNOVER

Executive Summary
The particular assessment has portrayed the things which were essential for providing the
training and development programs. This study reflects various tasks which are essential for
conducting training programs for the post of supervisors. The methods of training were
identified. This study identifies the aims and objective of the training program as it would be
easy to evaluate the results. Feedback of the trainees is also presented in this study for
analyzing whether the program was effective or not.
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Table of Contents
Executive Summary...............................................................................................................................1
1. Introduction.......................................................................................................................................4
1.1 Brief background of the company................................................................................................4
1.1.1. Product.................................................................................................................................4
1.1.2. Process.................................................................................................................................4
1.1.3. People..................................................................................................................................4
1.1.4. Customers............................................................................................................................5
1.2 Scope of the assignment..............................................................................................................5
1.2.1. Reason for embarking this program.........................................................................................6
1.2.2. Turnover of employees............................................................................................................6
1.2.3. Time lost in the learning curve................................................................................................6
1.2.4. A sharp drop in output.............................................................................................................6
1.2.5. Short falls in fulfilling orders...................................................................................................6
1.2. Increase in overtime of supervisor..............................................................................................6
2. Method of identification....................................................................................................................7
2.1. Brief introduction.......................................................................................................................7
2.1.1. Better to use a flow chart.....................................................................................................7
2.1.1.1. Prepare a detail JD............................................................................................................7
2.1.1.2. Identify key tasks..............................................................................................................7
2.1.1.3. Develop a Task Analysis..................................................................................................7
2.1.1.4. Identify the key competencies plus the process knowledge..............................................8
2.1.1.5. Determine the duration of the program.............................................................................8
2.1.1.6. Administrative functions and documents..........................................................................8
3. Prepare the employee specification...................................................................................................8
3.1 Develop the Training objective....................................................................................................8
3.2 Develop the learning objectives based on the Task Analysis.......................................................8
3.3 Method of conducting the training during the weekends spread over a pre-determined period.. .9
3.4 Method of evaluation of the trainees progress on given work related tasks.................................9
3.4.1 Evaluation criteria...............................................................................................................10
3.5 Ranking scale of the trainees criteria.........................................................................................10
3.5.1 Learning inventory of trainees............................................................................................11
3.5.2 Application or practical attachment if any..........................................................................11
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4. Prepare the training material............................................................................................................12
5. Prepare the advert to attract the candidates......................................................................................13
6. Conduct the interview......................................................................................................................13
7. Selection of the candidates..............................................................................................................14
8. Schedule for training.......................................................................................................................15
9. Conduct the program.......................................................................................................................15
10. Expected benefit from the project..................................................................................................16
10.1. Expected results, output, delivery, product unit cost and quality............................................16
10.2. Return on investment..............................................................................................................16
10.3. Reduction in days towards the replacement of any turnover...................................................16
10.4. Improve structured internal career progression opportunities.................................................17
11. Conclusion.....................................................................................................................................17
References...........................................................................................................................................19
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1. Introduction
1.1 Brief background of the company
Qantas Airways is a renowned flag carrier services provider in the world. The organization is
founded in 1920 in Australia. In Malaysia, Qantas Airways is operating its organizational
activities with an effective partnership with Malaysia Airlines. The organization is a very
important member of Oneworld. Oneworld is a board where multiple numbers of
organizations operating its business activities through partnership with other airlines.
1.1.1. Product
Qantas Airways is providing flag carrier services to the passengers. This flag carrier services
are available in more than 85 destinations. The organization has a significant partnership with
Malaysia Airlines. Through this type of strategy, the organization can make the product
available for the customers. The organization is providing premium class and economy class
seating arrangements to the people. The businessmen largely prefer premium class seating
arrangements. On the other hand, the common people prefer economy class to reach their
destinations1.
1.1.2. Process
The organization is providing quality services to customers. To maintain the quality of
services, the organization is always evaluating customer feedback. The organization is taking
a significant approach as per the feedback of the customers. The organization is focusing
more to open new domestic and international routes. Up-gradation of lounges and food menu
provides significant satisfaction to the passengers.
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2019, <https://www.marketing91.com/marketing-mix-of-qantas-airways/> [accessed 16
September 2019].
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1.1.3. People
The airline staffs are the most vital peoples in the airline industry. The organizational
management team of the organization has to recruit useful staffs for the right designation. In
this case, effective training programs are needed. The organization has useful training and
development programs to enhance the performance of the staffs2.
1.1.4. Customers
The main customers of the organization are the business personnel and common people. Due
to this reason, the organization is providing economical and premium seating arrangements.
The passengers can choose any option among these two types of seating arrangements. While
the common people more likely choosing the economical seating arrangement, the business
personnel are choosing premium class seating arrangement generally.
1.2 Scope of the assignment
The assignment is on the procedure of designing and developing potential supervisors for
Qantas Airways. The company is one of the most famous Australia based global aviation
company. The airline company has a significant presence in Malaysia also. Here the company
is running its business operation with its partner Malaysia Airline, the flagship carrier in
Malaysia. The supervisors of Qantas Airways play vital roles in delivering high-quality air
services to passengers. The success of Qantas Airways is thus highly dependent on the
efficiency and effectiveness of the supervisors of the organization. Hence, supervisors'
performances are important for the organization and to get sound performance from the
supervisors, they should be competent enough. To improve the competency of the supervisor
they need effective training. The assignment shed lights on effective training programs for
supervisors which increases the scope of the assignment3.
A proposal for developing an efficient training program is essential and it should seek
approval from the management team of the organization. The key position in question for
instance: Production Supervisor. The production supervisor at Qantas plays vital roles in
delivering effective services to the passengers. Hence, to obtain expected outcomes from the
2 mbaskool, "Qantas Marketing Mix (4Ps) Strategy | MBA Skool-Study.Learn.Share.",
in mbaskool.com, , 2018, <https://www.mbaskool.com/marketing-mix/services/17372-
qantas.html> [accessed 16 September 2019].
3 S Larsen, "How to Design an Employee Development Program in 5 Steps | Business.org",
in Business.org, , 2018, <https://www.business.org/hr/employees/steps-to-develop-an-effective-
employee-training-program/> [accessed 16 September 2019].
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supervisors, they need to get essential training. Here it is required to identify internal
candidates, train and prepare a pool of trained potential employees to take up any turnover
with the shortest turnaround time.
1.2.1. Reason for embarking this program
The program has been board due to improve the efficiency and performance of the
supervisors of Qantas airways.
1.2.2. Turnover of employees
The employees are leaving their jobs due to various reasons, poor performance, lack of
motivation, high working pressure, and poor work-life balance are some of the common
causes of employees turnover. The supervisors are responsible for employees' turnover as
they have to manage the employees.
1.2.3. Time lost in the learning curve
The learning curve is basically a graphical representation of the process by which learning
has been attained or increased. The learning curve needs certain time, often the predefined
time crosses and hence, significant time uses to be lost. It is a critical issue4.
1.2.4. A sharp drop in output
Often during the time of training of the existing employees, a drop in the potential output can
be observed, because of the employees involved in the training program.
1.2.5. Short falls in fulfilling orders
The production work during the training session uses to be weakening significantly so the
production drops. Hence, the shortfall in fulfilling orders is a common issue in the training
session.
1.2. Increase in overtime of supervisor
The supervisors have to put more time in the workplace as they have to attend the training
sessions. Thus, the overtimes of supervisors use to be increased.
4 prenhall, "Learning Curves", in Wps.prenhall.com, , 2018,
<http://wps.prenhall.com/wps/media/objects/2234/2288589/ModE.pdf> [accessed 16 September
2019].
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2. Method of identification
2.1. Brief introduction
Qantas Airways requires highly performing supervisors, hence; it needs an efficient training
program to improve the efficiency of the supervisors. The company aims to prepare a list of
potential supervisors from the internal and external resources. The selection of supervisors
will be finished following some norms and conditions.
2.1.1. Better to use a flow chart
A flow chart is an effective tool, which is widely used to provide the graphical representation
of the flow of the work functions. It supports showing the progress of the job every
effectively.
2.1.1.1. Prepare a detail JD
It is very important to prepare a detailed job description for the supervisors of Qantas
Airways. The detailed job description will provide adequate knowledge and information
about the tasks, which are required to be performed by the potential supervisors in Qantas.
The supervisors are mainly responsible for overseeing the jobs of the peoples who are
working under them. Besides this, they have to train and motivate them to bring their best for
the company5.
2.1.1.2. Identify key tasks
The key tasks of the supervisors at Qantas are overseeing the jobs of the employees who are
working under them. Proving timely feedback to the employees, assessing their performance
and motivating the employees to deliver high performance are some of the important tasks
performed by the supervisors at Qantas.
2.1.1.3. Develop a Task Analysis
The tasks analysis is an important part to recognize the significance of the supervisor position
to understand the knowledge and skills requirements for the specific position. Key tasks are
to supervise, monitor, and influence the employees to get expected performance from them.
The knowledge needed for the supervisor is efficient management knowledge and leadership
skills needed for the competency of the supervisors.
5 Whatishumanresource, "Advantages Of Training Programme - What is Human Resource?
(Defined) Human Resource Management Topics - Labour Laws - High Courts & Supreme Court
Citation - Case Laws", in Whatishumanresource.com, , 2018,
<http://www.whatishumanresource.com/advantages-of-training-programme> [accessed 16
September 2019].
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2.1.1.4. Identify the key competencies plus the process knowledge
The capabilities of monitoring the performances of employees, providing effective feedback,
motivating capacity are the key competencies of the supervisors.
2.1.1.5. Determine the duration of the program
The training programs will be running for two weeks as it will be needed to expertise the
supervisors.
2.1.1.6. Administrative functions and documents
The administrative functions like preparing a list of potential candidates of supervisor
positions in Qantas Airways, developing an effective training program for the potential
supervisors, preparing attendance list for the training candidate are important. Besides this,
the report about the progress of the training candidates is also a vital document for the
program6.
3. Prepare the employee specification
3.1 Develop the Training objective
The objectives of the training programs for being the potential supervisors were:
 To become assertive and respectful leaders
 To motivate the subordinates for obtaining collaboration
 To develop a most effective team
 To resolve the conflicts among the team members
 To enhance productivity among the workforce 7
3.2 Develop the learning objectives based on the Task Analysis
The learning objectives of the task analysis in the training and developing programs are as
follows:
 The learner would be able to determine the gaps in the performance
6 toppr, "Training and Development: Training Methods, Benefits of Training", in toppr.com, , 2018,
<https://www.toppr.com/guides/business-management-and-entrepreneurship/human-resource-
management/training-and-development/> [accessed 16 September 2019].
7 LiveseySolar, "5 evaluation methods to measure staff training results | LiveseySolar |
Healthcare Marketing", in LiveseySolar, , 2018, <https://www.liveseysolar.com/5-ways-to-
evaluate-staff-training-results/> [accessed 16 September 2019].
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 The learner can also able to link the outcomes of desired business with the
behaviour of individual8
 The learner also able to identify the trainable competencies
 The learner can also evaluate the competencies
 The needs for prioritizing the training and development programs can be also
determined.
3.3 Method of conducting the training during the weekends spread over a pre-
determined period.
The individuals that were selected towards providing the training and development programs
need to visit the organization on weekends. The individuals can be able to conduct the
training programs more efficiently during the weekends. This is because there would be no
distraction. The trainer and trainee would be able to concentrate on the training programs in a
more efficient manner. Training programs are conducted during the weekends as the day to
day operations of the Qatar Airways would not be hampered. The trainee within this type of
training sessions would be provided with meals during the break time of training sessions.
The methods which would be included in this type of training program would be identified as
job mentoring. Job mentoring is considered as a technique where an experienced employer
shares his/ her experience with the trainees9. The learning experience of the experienced
coach is shared with the trainees. The coach or the mentor gives instruction and advice to the
trainee individuals that they can implement in their supervisor role. The trainee would be also
given various types of case studies in which their approach towards those scenarios would be
explored. These training would be conducted for 3 to 4 hours and would last for one month.
3.4 Method of evaluation of the trainees progress on given work related tasks
The progress of trainee can be evaluated efficiently by encompassing various evaluating
methods:
Knowledge acquisition: the evaluation of training progress can be conducted by examining
trainee knowledge. Work-related tasks need to have a properly attached examination.
Through the implementation of reliable and valid examination for analyzing the training
8 G Reddy, "Importance of Training and Development in HR", in Husys Ltd., , 2018,
<https://husys.com/blogs/importance-of-training-development-in-organizations/> [accessed 16
September 2019].
9 Qantas, "WORKING TOWARDS OUR VISION", in Qantas.com.au, , 2018,
<https://www.qantas.com.au/infodetail/about/corporateGovernance/BusinessPracticesDocument.
pdf> [accessed 16 September 2019].
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progress, it would be easier to determine whether the content of the training program is
properly carried out or not. Through this way, the need for further training programs can be
determined10.
Measurable improvement in business operations: The training programs were mainly
conducted to ensure that there are improvements within the business operations. The aims
and objectives of the training programs need to be linked with the actual performance of the
supervisors. Through this way the gap can be easily determined11.
3.4.1 Evaluation criteria
The evaluation criteria for this training and development programs are to evaluate its
effectiveness. The criteria of evaluation are to measure the performance of the trainee
individuals and compare it with the aims and objective of training programs. The strengths
and weaknesses of the trainee were evaluated to provide alternative solutions for meeting the
expectations of the Qatar airways.
3.5 Ranking scale of the trainees criteria
A- Signifies exceptional understanding of the supervisor position and performing the duties
accordingly. The individual has efficient conflict management ability, a great influencer, and
motivator. On the basis of these criteria, it is reflecting that one is ready to conduct the
activities and requirements of the supervisor position within the organization12.
B- Signifies that the understanding of supervisor position is good but the individual is not
able to perform it most efficiently. The influencing and convincing ability of the individual is
not so good. Still, the individual is very hard working.
C- The individual has a poor understanding of supervising others. The individual has poor
capabilities of critical thinking and conflict management. But the individual can perform the
operations and task better.
10 Qantas, "Why work for Qantas | Careers", in Qantas.com, , 2018,
<https://www.qantas.com/in/en/about-us/qantas-careers/why-work-for-qantas.html> [accessed
16 September 2019].
11 Reddit, "How Do You Define The Grade Requirements? : BroduceX101", in Reddit.com, ,
2018,
<https://www.reddit.com/r/BroduceX101/comments/bntjxw/how_do_you_define_the_grade_requi
rements/> [accessed 16 September 2019].
12 Qantas, "New Horizons", in Qantas.com, , 2016,
<https://www.qantas.com/infodetail/about/corporateGovernance/2016AnnualReview.pdf>
[accessed 16 September 2019].
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The above-ranking scale would be implemented to evaluate the performance of the individual
within the organization. The trainee would be segregated in terms of the above ranking
system. The ranking of A is considered as very good performer whereas ranking B signifies
that the individual is more likely to improve its competency as per the post of supervisor. On
the other hand, the ranking or C is considered to be very poor to be at the post of supervisor.
Thus based on this ranking scale the individuals would be given more training programs.
3.5.1 Learning inventory of trainees
The trainees under the training and development programs learn about the sets of skills that a
supervisor performs in their day to day operations. The individual learns about various jobs
that are performed within the organization. The learner or trainee also learns how to resolve
conflicts and to think critically13.
3.5.2 Application or practical attachment if any.
Instructions: Tick
your point of
agreement with these
statements
Strongly
Agree Agree Disagree Strongly
Disagree
1. The training
objectives were
fulfilled
√
2. The trainer was
engaging √
3. The materials of
the presentation
were important
√
4. The program
content was simple
and well structured
to follow
√
5. The mentors were √
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EMPLOYEES", in Pdfs.semanticscholar.org, , 2017,
<https://pdfs.semanticscholar.org/df15/814968c24cc18983dd2e9185452107cc5bd9.pdf>
[accessed 16 September 2019].
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