Always More to Learn

Training Request at Southwest Airlines

Issue: Enhancing Customer Service for International Flights

Southwest Airlines has recently expanded its routes to include more international destinations. While the company has a strong reputation for customer service on domestic flights, feedback from international passengers indicates a gap in service quality, particularly regarding cultural sensitivity and language barriers.

Company Summary

Southwest Airlines offers a variety of services aimed at enhancing the travel experience for its passengers. These services include, among others, frequent and convenient flights between major cities, free checked bags, no change fees, an open seating policy, a generous rapid rewards program, free in-flight snacks and entertainment, and vacation packages. The main Southwest consumers are leisure, business, and family travelers who are budget conscious and appreciate the customer-friendly policies implemented by the airline’s staff.  The management philosophy at Southwest Airlines, according to their website, is to “provide a stable work environment with equal opportunity for learning and personal growth. Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer” (Southwest Airlines, 2023). Southwest Airlines has a people first culture, and they believe that if employees are treated well, they will, in turn, treat customers well. The airline places a strong emphasis on creating a positive work environment and providing support, recognition, and opportunities for growth and development. Southwest Airlines’ strategic objectives are centered around maintaining a competitive edge by emphasizing cost-effectiveness, customer service, operational efficiency, and profitability (Meyer, 2020).

Needs Assessment

Organizational Analysis: To begin my needs assessment, I would first seek out stakeholders that have an interest in the training and development project and who can speak to the company strategic objectives. This would include members of the executive leadership team to ensure the training program is aligned and supports Southwest’s vision and mission. Next, I would engage with the department heads of operations and customer service to understand the unique challenges faced by staff on international flights. Finally, I would speak with the training department who can provide insights such as prior training, budget, and overall training support.

Questions:

Executive Leadership:

• How does Southwest Airlines approach the expansion of international routes compared to domestic routes?
• What factors influence the decision-making process for launching or discontinuing international flights?
• What are the long-term goals and aspirations of Southwest Airlines regarding its international presence?

Department Heads:

• How do international flights differ in terms of operational procedures compared to domestic flights?
• What are the key challenges specific to managing international routes?
• What are the most common customer concerns or issues that arise on international routes?
• What initiatives are in place to continuously improve the international flight experience for both customers and staff?

Training Department:

• How does the training of flight crews differ for international flights compared to domestic routes?
• How does Southwest Airlines prepare its staff for cultural differences when flying internationally?
• What investments have been made in training programs to enhance cultural competency and language skills among crew members?

Techniques:

• Interviews and/or focus groups
• Documentation (customer feedback data, training documents, etc.)

Person Analysis: Next, I would conduct a person analysis to identify which employees need training, how ready they are to receive training, as well as what factors are contributing to the performance gap (Noe, 2020). This would include observations and interviews with the employees and their supervisors. I would gather information on their basic skills, cognitive abilities, readiness to learn, training and managerial support, performance expectations, incentive plans, and feedback.

Questions:

Customer Service Employees:

• What types of ongoing training or professional development opportunities are available to you?
• How would you describe the level of support you receive from your immediate supervisors and the broader management team?
• What resources or tools are provided to help you perform your job effectively, particularly in international operations?
• What are the biggest challenges you face in your role, particularly on international flights?
• How do operational constraints, such as staffing levels or schedule changes, impact your ability to perform your job effectively?
• What systems are in place to support you when you encounter issues or challenges at work?
• How would you rate the effectiveness of communication between frontline employees and management?

Managers:

• What resources or support do you provide to help employees improve their skills and performance?
• What incentives or rewards does Southwest offer to recognize and motivate employees?
• Are there any additional benefits or incentives specific to employees working on international routes?
• How does Southwest Airlines gather feedback from employees about their experiences and concerns?
• What are the most significant constraints and challenges your team faces, particularly in relation to international flights?
• How do you address issues such as staffing shortages, schedule changes, or logistical challenges?

Techniques:

• Observations (basic skills, cognitive ability, performance tasks, materials used, etc.)
• Interviews or questionnaires
• HR Documentation (employee demographics, cognitive and/or reading ability scores, etc.)

Task Analysis: The final step in my needs analysis is to conduct a task analysis. The goal of the task analysis is to understand the “work activities, including tasks performed by the employee and the knowledge, skills, and abilities required to complete the tasks” (Noe, 2020, p.135). To determine who to talk with and what jobs need to be analyzed, I will start by interviewing expert employees and their managers (SME’s). Based on this information, I will develop a comprehensive list of tasks needed to highly perform. The final step of the task analysis is to identify the knowledge, skills, and abilities needed to complete the tasks. To do this, I will conduct focus groups or surveys with the SMEs.

Questions for SME’s:

• What are the specific steps involved in performing this task?
• How often is the task performed?
• How much time is typically spent on each task?
• How critical is the task for successful job performance?
• How challenging is it to learn the task?
• Is the task expected to be performed by entry-level employees?
• What common challenges or errors occur during this task?

Techniques:

• Observations
• Interviews/questionnaires
• Surveys

The analysis phase is a critical component in designing an effective training program. This phase involves identifying the specific needs, goals, and constraints of the organization and its employees. It ensures that the training program is aligned with the strategic objectives of the organization and addresses the actual gaps in skills and knowledge among staff. By thoroughly analyzing these factors, organizations can design training programs that are targeted, efficient, and effective. This leads to improved employee performance, higher satisfaction, and better alignment with organizational goals, ultimately resulting in a more competitive and capable workforce.

References

Meyer, P. (2020). Southwest Airlines’ Vision Statement & Mission Statement Analysis. Retrieved from https://panmore.com/southwest-airlines-vision-statement-mission-statement-analysis

Noe, R. A. (2020). Employee training and development (8th ed.). New York, NY: McGraw Hill.

Southwest Airlines. (2023). Code of Conduct. Retrieved from https://www.southwest.com/assets/pdfs/about-southwest/230919_Code_of_Conduct_fv_2.pdf