Phillips Return on Investment Methodology in Training and Development for Central Service Center’s Service Center Training Sub team

Abstract

Central Service Center (CSC) provides customer service to over 10,000 employees and managers for the Air Traffic Organization (ATO). CSC uses the Training and Administrative Support (TAS) team consisting of three sub-teams (Air Traffic, Technical Operations and Service Center) to administer Position Specific/Technical, Soft/Interpersonal and Management/Leadership skills training programs. Each sub-team uses different approaches to measure the effectiveness of the training programs they provide. The Service Center (SC) sub-team has a number of training programs with Soft/Interpersonal and Management/Leadership skills training, but no effective reporting concerning if these training programs are beneficial or detrimental to the CSC. A survey was given to members of all three TAS sub-teams to gauge if training that has been given is being measured at any level. Additionally, the survey inquired about Return on Investment (ROI) evaluations being performed on any of the training programs currently available. Data indicated that training is measured more with the Position Specific training programs and that with some type of ROI methodology introduced to the SC Sub-team as a pilot would help with support and managing of their Soft/Interpersonal and Management/Leadership skills training programs in addition to more surveys be introduced to other parts of the agency.