Back to Basics: Key Components of Terminal Operator Training Programs

Transcription

1 BUSINESS PERSONNEL MANAGEMENT TRACK MONDAY, JUNE 12 3:45 P.M. 5:00 P.M. Back to Basics: Key Components of Terminal Operator Training Programs A group of ILTA terminal member representatives will examine common challenges and best practices for managing terminal operator training programs and meeting compliance obligations. The discussion will include a review of the worker education requirements and ideas for tracking worker education needs and identifying knowledge gaps. Speakers are Kevin Canaday, American Midstream Partners; Brandon McCarthy, Marathon Petroleum Co.; and Mary Jane Ryan, Houston Fuel Oil Terminal Company. ABOUT THE SPEAKERS Kevin Canaday is the Director of Terminals for American Midstream Partners. Canaday has over 25 years of experience in the petroleum industry, including trucking, terminals, pipelines, marine operations, training manager, and many others. He holds a Bachelor s degree in Business Management from the University of Phoenix and has received several certifications related to his work within the petroleum industry. Brandon McCarthy manages the Training and Development organization for Marathon Petroleum Corporation s Terminal Transport and Rail Division in Findlay, OH. McCarthy has developed curriculum and training programs for the Refining Division of Marathon, including the standardized qualification curriculum for operations technicians. In addition, he led the effort to integrate generic simulation technology into the learning environment for process operators. He studied Business Management at Baker College and is a member of the Association for Talent Development. Mary Jane Ryan, SPHR, SHRM-SCP, is the Director of Human Resources at Houston Fuel Oil Terminal Company, where she oversees strategic initiatives targeted at attracting, developing and retaining employees. She works with executive leadership on implementing multiple core workforce programs and processes to support a high performance culture, performance management, compensation framework, benefit optimization, and human capital optimization. She is currently implementing Employee Self Service portals for the 24/7 workforce. Ryan earned a Bachelor of Business Administration degree from Stephen F. Austin State University.

2 Back to Basics: Key Components of Terminal Operator Training Programs Kevin Canaday, American Midstream Partners; Mary Jane Ryan, Houston Fuel Oil Terminal Company; and Brandon McCarthy, Marathon Petroleum Company Disclaimer: This conference session was presented as a roundtable discussion. The information contained herein is based on questions and answers that were provided by the speakers in advance of the conference.

3 Outline Part I Operator Training Curriculum and the Learning Environment Part II Tracking Worker Competency Part III Considerations for Employee Training Programs Part IV Worker Recruitment/Retention

4 Operator Training Curriculum & the Learning Environment PART I

5 Operator Training Curriculum & the Learning Environment Given the various duties put on the terminal industry worker today, how do you know what training is required? Much of this is determined by the type of facility that you operate. Obviously you have specific plant operational training to conduct, as well as HR-required and regulatory training. Each company needs to conduct a needs analysis to ensure each facility is meeting additional location specific requirements such as Coast Guard, railroad, or unique chemical requirements that it handles. The business strategies, both current and future, should also heavily influence the type of development required. There are also the training requirements that make someone functional in their job duties, as they currently stand. Serious consideration must also be given regarding where the organization needs to be in the future and what functional skills employees will need to meet future demands and organizational strategies.

6 Operator Training Curriculum & the Learning Environment How do you determine what training an employee may need? Each location needs to closely evaluate its facility. It also needs to work with management to develop a curriculum and tracking program to ensure all items are covered and completed in a timely manner. Worker performance is a good indicator, particularly when mistakes are made on the job. Subject matter experts (SME) are essential in providing advice on needs for knowledge, skills and abilities and helping to identify gaps or areas where training may be needed for improvement. What curriculum do you use for new operator training? All workers are trained on the company s standard operating procedures and undergo on-the-job training for a probationary period of 90 days. Additional computer-based learning modules and mentoring are used for specific job functions.

7 Operator Training Curriculum & the Learning Environment What works better to get a new operator up to speed, internal or external training? The best method definitely seems to be using on-the-job training and utilizing the subject matter experts that work for the company. This way the company is not only meeting the requirements, but it is also focused on the equipment or task that is specific to the company or facility. It is important to understand that the needs, if well identified, will dictate where one goes to ensure the correct training is delivered. If it is available, internal subject matter expertise seems to be most effective, as long as they understand how to effectively transfer knowledge and increase skill. Identifying what is required and where the subject matter expertise exists is essential in making that determination.

8 Operator Training Curriculum & the Learning Environment When do you use one-on-one versus group training? One-on-one instruction is used to train for a specialized position within the terminal, or when a supervisor or trainer identifies a deficit in skills or knowledge. Group instruction is used for new hire orientation training as well as when new features are added to the terminal that require all employees to be trained on its function/utility.

9 Tracking Worker Competency PART II

10 Tracking Worker Competency How do you track employee training to ensure you are meeting the regulatory requirements and industry standards? There are many ways to track training depending upon the size of the organization. For smaller-sized organizations its often tracked using programs such as Excel, Microsoft Office, or Outlook calendars. For larger companies and more complex facilities there are several good off-the-shelf software packages that can be customized for individual needs. It is important to clearly identify their needs before they start looking for a solution. An SAP Learning Management System may be used to ensure training is properly assigned and subsequently tracked. Online tracking software can also assist. Compliance Wire records all training completed by the employee.

11 Considerations for Employee Training Programs PART III

12 Considerations for Employee Training Programs What ensures success in an operator training and development program? Analysis, purposeful and accurate design, expert delivery of content, and effective welltargeted evaluation mechanisms. Having the willingness to get to the root of what needs to be trained, in terms of applicable performance, is the most essential piece of all of this. Without this, one might as well not even endeavor to being training. So often, organizations fail to execute this crucial step and, in the end, waste valuable resources chasing after the wrong things. Next is the effective design of the learning materials. In order to be effective, the materials have to drive the right level of knowledge transfer and employee interaction with the type of work that is to be performed. The information then has to be expertly delivered to ensure it is retained and is useable by employee participants. There is an old saying that, Telling Ain t Training, and it takes more than a smart person telling someone everything they know about a topic, or simply re-iterating what is in the learning content. Whether it is a peer acting as an onthe-job trainer or a training professional standing in front of a class, proper facilitation and delivery are crucial. Finally, evaluation mechanisms have to measure what is important. Test for application at a minimum. It is one thing for an employee to reiterate what was learned, but that is not why we should be training. Train to ensure employees have the knowledge and skills necessary to ensure our strategic goals are fulfilled. Whether that person is turning a wrench or loading a barge, what they get from a course of study has to equate to expected performance.

13 Considerations for Employee Training Programs Have you had issues getting senior management to commit money and resources toward training programs? In some cases yes, but overall it hasn t generally been an issue. Management generally understands that a well-trained workforce is going to benefit them in the long run. The toughest issue isn t about the money, but the time and effort needed to have a successful training program. What is the function of an SME trainer? The roles of an SME and their training responsibilities should be clearly defined in the job description and content should be defined by their field of knowledge. Typically, SMEs are asked to review, improve and approve technical work to guide others as well as teach. As such, SMEs must exhibit the highest level of expertise in performing specialized jobs, tasks or skills.

14 Considerations for Employee Training Programs What drives and ensures a consistency of quality in operator training programs? Knowing what you are intending to improve or impart is a major contributor to this end. Also, ensuring that the programs and materials are reviewed on a relatively consistent basis. As technology advances, regulatory requirements change, along with internal policies and procedures, the quality and effectiveness of these programs are under threat. Treating operator training programs as though they can be built and then never revisited is a good way to have an inadequate program. Placing programs under a review cycle, is one effective way to mitigate this threat. Also, centralized training resources in an organization that might have a significant amount of geographic dispersion is an effective way to drive consistency in how training materials and programs are developed.

15 Worker Recruitment/Retention PART IV

16 Worker Recruitment/Retention How do companies ensure that training efforts equate results? Quite simply, measure and modify. First, define and agree upon what impact training is intended to have. Then, train and evaluate results. At some point, return to the operation itself and look for evidence that the training had the intended impact. Training professionals and organizational leaders need to answer a simple question early on: If we conduct this training, and it is successful, how will we see it, in terms of overall operational performance? Seek to identify the operational key performance indicators that are intended to be impacted and to what degree before designing the curriculum. This is tough, but not doing this has caused many a misguided training program to be developed and deployed.

17 Worker Retention/Recruitment What are the core competencies or aptitudes a potential terminal operator should have? Math and Reading Skills Logical Reasoning Mechanical Aptitude Spatial Aptitude Strong Interview and Ability to Pass Background Check

18 Worker Retention/Recruitment Does better training help retain employees? Absolutely. At an ILTA conference several years back, the keynote speaker, Dan Burris, shared a story about a conversation he had with one of his clients. He said: One of my clients once asked me What if I spend time and money training my employees and they leave? His answer: What if you don t and they stay? It is this response that speaks to how important training is today in our industry. There was a 2015 survey through CED Magazine in which 70 percent of respondents said that job-related training and development opportunities directly influenced their decision to stay with a company. Training costs, but so does not training. PricewaterhouseCoopers has provided estimates that show losing and costs many organizations up to three times the person s salary. It makes sense to weigh that out when considering where and how much to invest in training. (Sources: PwC Saratoga Whitepaper, CED Magazine, 03/23/2015, Applehans, W.)