Page 40: of Maritime Logistics Professional Magazine (Q1 2012)

Training & Maritime Security

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40 | Maritime Professional |1Q 2012The expectations placed on the modern mariner are far greater than in the past. Vessel-speci Þ c systems are becom- ing so sophisticated that more is required of the mariner than simple operation of those systems. True competency also re- quires some understanding of the underlying technologies and their interactions. This knowledge is needed to appreciate and respect the consequences of incorrect operation and to make intelligent decisions when presented with novel situations or emergencies. Several recent and tragic maritime accidents lend validity to this claim. This increased systems sophistication and the consequent need for deeper knowledge require that vessel operators ex- amine how they perform job training and familiarization. This article looks at existing job training and familiarization practices, and then examines how the British Columbia Fer- ries System Inc. (BC Ferries) is using MarineLMS to improve training outcomes and experiences. THE SHORTCOMINGS OF EXISTING PRACTICES Job training and familiarization is a requirement of STCW, but not deeply de Þ ned by it. Job routines, vessels, routes and equipment vary tremendously from operator to operator. As such, the speciÞ cs of job training and familiarization are largely left to the individual vessel operators. Despite this variability, a staple that forms the basis of a many familiarization and training programs is job shadowing. Job shadowing is an excellent technique for a prospective em- ployee to gain an understanding of what a job entails, or for a newly trained employee to consolidate knowledge and ?put it all together?. However, as a primary pedagogical approach to convey knowledge, it is ß awed. It suffers in several key respects:wJob shadowing is so highly variable in delivery that it is difÞ cult to codify and train to company-vetted best practices. Mariners being shadowed pass on, to some degree, their own way of doing their job. This can be dangerous. wEven if the mariner being shadowed is highly skilled andknowledgeable, they may be a poor trainer or a poor communicator. wIt is dif Þ cult to measure the performance of training via jobshadowing. This makes early problem identi Þ cation and continuous improvement almost impossible. $GYDQFHG$SSURDFKHVLQ )DPLOLDUL]DWLRQ -RE7UDLQLQJ by Murray GoldbergTTraining 0DULWLPH7UDLQLQJ

Maritime Logistics Professional

Maritime Logistics Professional magazine is published six times annually.