Good Practice on Human Resource Management from OSART Mission (Arkansas, USA). Appendix IV.2

The established human performance program effectively supports the culture of continuous improvement. The plant has a focus on behavioural improvements that result in prompt feedback that drives continuous improvements. The focus on behavioural improvements is evident throughout the organization including the management positions and individual contributors. Feedback is provided and accepted freely. The feedback occurs from supervisor to individual contributor, from peer to peer and from individual contributor to supervisor. The behavioural focus has become engrained in the fleet culture where emphasis is placed not only on what is done but how it is done, and the behaviours exhibited. Behavioural feedback has become natural, accepted, and even sought by all levels of staff and contractors. Various tools are utilized to provide structure for the behavioural improvements. For example, leadership effectiveness logbooks are utilized as a simple means to document the coaching interaction. Goals are utilized on the number of interactions to help ensure interactions occur. The database is used to analyse the data for trends. During refuel outages the data is compiled and analysed daily. Behaviour improvement messages are formulated based on the analysis. The message is communicated daily and represents the focus area for the next days' coaching. The subsequent days' data analysis is a means of checking for penetration of the message.