Reference no: EM133597330

Problem: HRD programmes can be key components when an organisation seeks to revitalise itself and change its organisational culture. For instance, Oceania Airways is an international airline based in Melbourne that serves 141 destinations on six continents. In 2022, Oceania Airways carried over 25 million passengers, and also maintained a large and growing cargo operation. Worldwide, over 27,000 people work for the airline. A survey in the 2010s revealed that travellers felt that Oceania Airways service was good, but not as warm and friendly as customers desired. Some even described the service as "robotic". This led to a reexamination of how the company recruited, trained, and managed its employees. One major change that Oceania Airways made was in its in-flight training department. In the past, trainers devised and followed careful lesson plans. This was intended to provide a set standard of service on all flights. However, to increase customer retention, especially among business travellers, Oceania Airways decided that something more was needed. Assume you are a training manager at this airline. First, what are your thoughts concerning how you would conduct a needs assessment for the airline? Second, what type(s) of training would you recommend for flight attendants, if the new goal was to provide exceptional customer service? Consider the skill-based needs of the employees (both business skills and job-specific skills), as well as the interpersonal or behavioural needs. What stakeholders might you contact in order to determine the trainings needs for this department? How might the needs that you discover be prioritised? How might the training programs themselves have to change in order to promote innovation and collaboration among flight attendants, as well as from the trainers? Finally, how should the success of training programs be evaluated?