Content Page

1.0 Introduction 2
2.0 Training and development 2
2.1 needs analysis phase 3
2.2 design phase 4
2.3 implementation phase 4
2.4 evaluation phase 4
3.0 Evaluation of AirAsia’s training and development process 5
3.1 needs analysis phase 5
3.2 design phase 6
3.3 implementation phase 8
3.4 evaluating phase 9
4.0 Understanding the need for training and development in AirAsia 10
4.1 Is there really a need for training and development in AirAsia? 10
4.2 Do all employees need training and development? 10
4.3 What are the expected outcomes? 11
4.4 How will the training and development programs move the employees 11
closer to the organization’s goals?
4.5 What are management’s expectations? 11
4.6 What resources did the training and development require? 12
5.0 Strategies for improving AirAsia’s training programmes 12
5.1 redesign and modify training module 12
5.2 addressing performance gaps 12
5.3 mentoring system 13
6.0 Conclusion 13
7.0 Reference 14

List of Tables
Table 1: Resources used for training 7

List of Figures
Figure 1: Phase 1 training at AirAsia Academy 7

Figure 2: Phase 2 training at AirAsia Academy 8

Figure 3: AirAsia Academy 9

1.0 Introduction

AirAsia is a Malaysian based low-cost-carrier flying 221 routes operated from 20 hubs and a
total of 75 unique routes with 39 new routes introduced in 2015 (AirAsia, 2015). Its tagline is

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“everyone can fly”. AirAsia’s vision is to be the largest low cost airline in Asia and serving the 3
billion people who are currently underserved with poor connectivity and high fares. AirAsia’s
mission is to:-

 be the best company to work for whereby employees are treated as part of a big family
 create a globally recognized ASEAN brand
 to attain the lowest cost so that everyone can fly with AirAsia
 maintain the highest quality product, embracing technology to reduce cost and enhance
service levels

AirAsia group has 14,584 employees (AirAsia, 2016) of different nationalities. AirAsia Malaysia
employs 6657 employees of which 55.36% are Malays, 14.84% Chinese, 13.8% Indians, 5.9%
Bumiputera and others while 10.49% are foreign nationals. 32.05% of the employees are 26 to
30 years, 31.90% are 31 to 40 years, and 22.70% are 21 to 25 years. In Malaysia, the female to
male ratio is 3:7

2.0 Training and development

Training is all about an expert working with learners in order to transfer some forms of

knowledge or specific skills which they can use towards improving their current jobs. It involves

systematic procedures for transferring technical know-how to employees to increase their

knowledge and skills (McNamara, 2008). As Asare-Bediako (2002) highlighted, training is either

job or task oriented, with the overall aim of enabling individuals to perform better the job they

currently undertake. On the other hand, development is a broad and continues sets of activities

that is aimed at bringing someone or an organization up to a certain performance level, often

with for the purpose of performing some new roles in the future (Muhammad, 2011).

Development denotes the growth of a person in all aspects (Eugen, 2010). Thus, there is the need

for organizations to implementing training and development programmers that can help them

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achieve desired corporate level objectives. Training and development involve four stages which

are:-

2.1 needs analysis phase

Need analysis is designed to answer questions like why training is necessary, the type of training
needed, when the training should be performed, where it should be performed, who needs the
training and the person to conduct it, and finally how it will be conducted (Cary et al., 2010). The
organization also need to decide whether a separate department is required for imparting training
and how the results of the training will be measured (Petrecca, 2000). The first step is to define
the need for a training and development program. There are 5 types of training needs which has
to be considered by the organization namely:-

(a) due to performance gap as the employees are underperforming.

(b) democratic needs whereby employees request to join a particular training programme based
on their interest, career requirement etc.
(c) analytical needs due to new work procedures in order to improve the present ones
(d) diagnostic needs to handle future changes that will take place in the organization and industry
in general
(e) legal needs as required by the law (Kleiman, 2000).

Questionnaires, interviews, observations, observation, test and examining document are some of
the methods used for a need analysis.

Training needs analysis is carried out at three levels which are:-

a) organizational analysis based on the internal and external environment to examine whether
the organization has achieved its objectives.

b) individual analysis to determine whether an employee requires training and what type of
training

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c) task analysis to examine the type, level of job knowledge, attitude and skills required to carry
out a job efficiently and effectively (Kleiman, 2000).

2.2 design phase

The designing phase involves setting specific training objectives to ensure the trainees have
acquired knowledge, skills and change in attitude. Objectives can also be in terms of setting
achievements, criteria and condition to be considered successful. Next the trainer or programme
has to be selected. The organization has to decide whether to use in-house training or
outsourcing depending on the budget and availability of expertise required. After that, the
training plan has to be prepared followed by preparing training materials. The content of the
training programme has to be decided and arranged in sequence in order to achieve the training
objectives. The organization also has to decide whether it’s on-the job training held at the
workplace during office hours or off- the- job training outside house hours either at the
workplace or outside the workplace. The training materials such as notes and equipment has to
be prepared depending on the method used and arranged beforehand. Finally, logistics issues
such as the venue of the training, budget, recruitment of trainers have to be considered (Cary et
al., 2010).

2.3 implementation phase

This stage involves the actual delivering of the training programme which normally begins with
an icebreaking activity that is suitable for the participants, place and situation. After that, the
participants are introduced to a complete outline of the training programme. Next, the
participant will list down their expectation and goals. Then the training will be launched. The
training method used will depend on the objective for example if the focus is to acquire skills
then hands on training is suitable while presentation method is suitable for teaching technique.
Group building method is used if the object is to improve group work.

2.4 evaluation phase

The evaluation criteria is based on the objective of the programme. Firstly, it help to determine
whether the objectives of the training programme has been achieved. Evaluation can be formal

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in the form questionnaires, self-graded test, written, oral or practical assignments or
assessments. Informal evaluation include observations, interviews and feedback. Evaluation is
necessary to find out the strength and weakness of the training program and to plan for future
training programmes. One of the models used in evaluation is Kirtpatrick’s evaluation model
which is based on reaction, learning, behavior and outcomes stages (Cary, 2010). Reaction stage
evaluates the participants’ satisfaction towards the content of the programme and trainer.
Training objectives are measures during the learning evaluation. Written or practical assessment
are utilised to evaluate knowledge and skills acquired or attitude changes. Behaviour stage
evaluates whether participants apply what they learnt during work usually through observations.
Outcome stage measures the returns from the investment which is difficult to determine as the
rise in sales revenue for example might be caused by a combination of factors (Subbha, 2009).
Evaluation can be done at any one state or at a combination of stages.

3.0 Evaluation of AirAsia’s training and development process

3.1 needs analysis phase

In order to embark on a systematic training program, AirAsia has established a Leadership &
Talent Development (LTD) arm which focus on training and development programme for all
the employees to grow professionally and also to cater for expansion. Leadership training
programmes that cater for non-executives, executive managers and senior managers are also
held (AirAsia, 2015). Training programmes which are department specific and capability-
specific are also held to fulfill identified performance gaps and diagnostic needs of future
expansion. Furthermore, AirAsia conducts training based on task analysis as it is Airasia’s
policy to training all its employee to handle multitasking. New employees also has to be trained
to perform their job requirements. Besides, AirAsia also conducts training need analysis
whereby employees who have leadership capabilities are picked for targeted training under the
Next Generation Leaders (NGL) Programme to enhance their career promotion and prepare
themselves to be assume future leadership position. Employees are also allowed to attend Five
Formal Learning Days based on their democratic needs to enhance their careers (AirAsia,
2014).

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3.2 design phase

Each training program has specific objective for instance objective for training pilot programme
is safe flight, while that of cabin crew is for customers’ satisfaction through quality in-flight
service delivery (AirAsia 2007). The trainers are AirAsia experts or senior managers who use
their own experience and knowledge to run in-house training for the all the AirAsia group
employees. AirAsia conducts in-house training for coaching, MS Excel, employee relations and
discipline, Aviation 101, Nipping Fraud in the Bud, interview skills for interviews, personality
profiling, technical writing skills and engineering from non-engineers.. AirAsia has specific
procedure for its training for example cabin crew members are trained on customers’ safety,
excellent service deliver and other tasks that occur within the cabin of AirAsia jets (AirAsia
2007). The training programs are divided into two phases; inflight training and desk training.
The inflight training relates to activities that occur within the flight while desk training are
activities that occur outside the flight such as booking at the counter, cleaning, airline
maintenance etc. (AirAsia, 2015). Resources used are as in Table 1. Figure 1 and 2 show
resources used at Asian Aviation Centre of Excellence (AACE) or commonly known as AirAsia
Academy. Outsourcing is also done from time to time whereby the vendors of the different
software used by AirAsia for example Enterprise Risk Management web-based system will
demonstrate and give hands on training to the employees on how to use their programs
(AirAsia, 2015).

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 Table 1: Resources used for training

Figure 1: Phase 1 training at AirAsia Academy

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 Figure 2: Phase 2 training at AirAsia Academy

Source: AirAsia (2007)

3.3 implementation phase

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 AirAsia has its main training centre, AirAsia Academy at KLIA Complex in Sepang and a
branch in Shah Alam, Selangor and Philippines which are equipped with ultra-modern
facilities to train its pilots. Its advanced simulation centers allow trainees to experience flight
without having to fly and be better prepared for the work case scenario in the future. It has a
10-foot deep pool customized for rescue and emergency stimulating and training, 32 training
rooms and computer labs. The centres are also used for training engineers, cabin crews, guest
service, and ramp agents (AirAsia, 2015) by focusing on Airasia’s requirements. Google
platform such as Google drive, Goggles+, Hangouts and Circles are utilised to interact and
collaborate, support learning and development, keep updated by accessing the library, share
information and material among the employees. It’s the employees’ individual responsibility
to follow all the prescribed procedures during training.

Figure 3: AirAsia Academy

Source: AirAsia (2007).

3.4 evaluating phase

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Each training programme has clear evaluation methods to ensure the employees actually learned
what they have been taught before being pushed into the job process. For instance cadets will be
evaluated on their flying skills and competence with the in-house flight simulators (AirAsia,
2015) before flying a commercial aircraft. Every year AirAsia conduct net promoter score to
measure guest satisfaction whereby the passengers provide feedback on their satisfaction level.
This survey can be used to evaluate whether training the employee is successful and areas that
need improvement.

4.0 Understanding the need for training and development in AirAsia

Training and development are critical for long-term profitability (Noe, 2002). In order to
understand the training and development programme of AirAsia, the following questions have
been posed to the Human Resource Management Department through a telephone conversation
and the answers are supported using available literature.

4.1 Is there really a need for training and development in AirAsia?

The answer is obvious yes. AirAsia works within the aviation industry, which is littered with
continuous technological advancement to ensure travelers’ safety. Additionally, AirAsia serves
millions of passengers from across the globe who are becoming more and more demanding and
more informed about airline services. Continuous training and development are necessary to
satisfy customers, handle emergencies such as diseases, mechanical failures, terrorist attack etc.
(Neo 2002). Besides, AirAsia has Continuous Improvement Programme to streamline all
operations in order to remain competitive in the market.

4.2 Do all employees need training and development?

Absolutely. All the employees whether new or old need up-to-date training, re-training and re-
fresher courses. All employees have a role to play when it comes to customers’ satisfaction and

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as such, all employees need to be part of training and development program to improve on their
overall performance (Pillar 2010). Besides, AirAsia deploys “can-do” culture policy and
provides all employees the opportunity to discover and pursue their own ambition. For example
AirAsia provides the opportunity for the dispatch boys to be trained into pilots and baggage
handlers into cabin crew managers, AirAsia believes in bringing out the leader in every
individual through training. Besides, by training everyone there will be a pool of trained
employees who can replace anyone who leaves or get promoted. Therefore, there will be
sufficient knowledgeable employees for expansion.

4.3 What are the expected outcomes?

By offering the training AirAsia hopes to improve individual performance of its employees,
which will eventually result into customer satisfaction, customer loyalty and profitability for the
organization. AirAsia annual report documented reduced delivery time due to training and
services of about 5 minutes per flight (AirAsia 2016). It is expected that future training will bring
about similar results. Training improves employees’ morale, if employers show sincere efforts to
improve employees’ knowledge and skills, employees will strive to reach mutual goals ( Werner &
DeSimone, 2012). Hence, AirAsia will have highly motivated, efficient employees with less turnover rate
and can help to achieve its vision and mission. All the employees can do multitasking for example the
pilots can carry out technical checks, cabin crew can do ticketing and prepare load sheets (AirAsia.2015).

4.4 How will the training and development programs move the employees closer to the

organization’s goals?

One of the values that AirAsia wish to incorporate in its employees is a greater sense of dignity,
self-worth, and team work as it promotes “All for one. All for one.” By equipping the employees
with necessary skills and competence, they will improve their job process and require less
supervision (Pillar, 2010). AirAsia pilots for example have been trained to maintain high level of
safety but at the same time practice fuel saving. Ramp teams have only 18 minutes to complete

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offloading cargo and bags, service aircraft water systems and toilets; and get the aircraft ready
for the next flight within 25 minutes of its arrival (www.airasia.com). Hence, training and
development programmes help AirAsia to achieve its mission of attaining the lowest cost so that
everyone can fly.

4.5 What are management’s expectations?

AirAsia expects its training and development program to produce value that is worth or exceeds
the investments made (AirAsia, 2007). For instance, AirAsia has invested over 50 million ringgit
in its academy in the last three years (AirAsia, 2016) and expects training to help improve its
financial standings in the future. AirAsia hopes to achieve its Company KPI (Key Performance
Index) and individual KPIs through its first-class training.

4.6 What resources did the training and development require?

AirAsia makes use of its Asian Aviation Centre of Excellence (AACE) which is well equipped
for its training. Google platform, library, e-library and social media such as Facebook and
Twitter are utilised for its training programmes. In house training uses internal experts.
Outsourcing is done for specific training especially that involves purchase of software (AirAsia,
2015).

5.0 Strategies for improving AirAsia’s training programmes

5.1 redesign and modify training module

AirAsia need to re-design and modify its manual and training program from time to time. As
Cary et al., (2010) noted, training manual and program should be designed in line with work
descriptions and expected outcome from work. While AirAsia has successful done so in some
areas, it is worthy to note that training are performed in AirAsia Academy (AirAsia, 2016).
Employee are not trained hands-on. Pillar (2010) has noted that hands-on training is more
significant because it allows employees to experience the training right from its natural sphere
and makes evaluation easier as real situation can be themed less severe in the training hall.

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Hence, the training and development process in AirAsia should go far beyond acquisition of
sophisticated resources and focus more on delivering value through training for the employees.
This is because only by actually doing it in real-life one can be considered to have gained
sufficient qualities through training (Dwivedi, 2001).

5.2 addressing performance gaps

Fact findings of Indonesian AirAsia Airbus 320 crash reports reveals that pilots are not train in
recovering planes when they are severely destabilized and its cockpit crew responded
inadequately during the incident (www.abc.net.au). The pilots are too dependent on automation.
Hence, AirAsia should tackle its performance gap by including manual flying skills and
emergency handling by the pilot in its training manual. Besides, its cock pit crew should also be
trained to handle emergency situations.

5.3 mentoring system

Introducing a mentoring program can help to improve AirAsia training programme. Employees
with many years of experience should be partnered off with younger “fresh” employees to
receive hands-on training. Besides, work and training can be done simultaneously thus cost
saving. By introducing a mentor program AirAsia can ensure eligible employees receive proper
training and advancement. Since AirAsia practice multitasking, employees can be assigned to
different departments and partnered with different seasoned employees. At the same time,
mentoring can also be used to train suitable candidates for succession and create valuable
working relationship in line with its mission that everyone is part of a big family (Khawaja &
Nadeem, 2013).

6.0 Conclusion

Training and development are crucial for long-term profitability of AirAsia. Training involves
transferring knowledge and skills to improve the employees’ current job performance. Training
involves four phases namely need analysis, design, implementation and evaluation. Evaluation of
AirAsia training programme revealed that AirAsia has established a Leadership & Talent

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Development arm. Training is conducted for all employees based on task analysis, need analysis
and organizational analysis. Training is conducted by senior managers through in house training
while some programmes are outsourced. Training manuals are made available for its training. In-
flight training and desk training are conducted at AirAsia Academy using ultra-modern facilities.
Google platform, social media and e-library are also used as resource for training. Strategies to
improve AirAsia training programme are to redesign and modify training, addressing
performance gaps and introducing mentoring system.

 (2999 words)

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