Ex. 1.

3, Part 1

Module 1 Preliminary Study

Exercise 1.3, PART I
Passenger Traffic Representatives
Group Exercise Time: 30 minutes

Objectives of the exercise: for Course Developer trainees, when presented with a given situation, to
familiarize themselves with the research to be conducted during Job Analysis and identify which
information should be included when producing a preliminary report.

Working in groups, their task will be to:

1 Define the performance problem (10 points)

2 Identify the symptoms of the performance problem (20 points)

3 Estimate the possible value of eliminating the problem (10 points)

4 List the causes of the problem (20 points)

5 Identify the affected system and process (20 points)

6 Propose solutions to eliminate the problem (20 points)

PART I
(Time: 20 minutes.)

Case
LXG AIR

1. Background

Over the last year, LXG AIR has increased operations across all of its operating routes.
However, in spite of having increased its fleet with medium range aircraft and operating in
more than 8 airports, passenger claims have gone up about not arriving on time for
connections to other routes in other airports, due to aircraft not leaving on time from departure
airports. It has been identified on a preliminary basis that the delays have been caused by
passenger check-in problems.

Given this situation, the Chairman of LXG AIR has asked the CATC Directorate to evaluate
the current training programme, which is being implemented to train the Passenger Traffic
Representatives with the companys own programmes. This Directorate has also been asked
to study the possibility of adjusting them if needed, in order to ensure that the work being
done by these representatives meets the companys standards, and also to avoid further
increases in complaints from passengers who use this airline.

The CATC Director has asked the TP CDU to respond to the request from the LXG AIR
Chairman.

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 Ex.1.3, Part I

2. Meeting with the Chairman of LXG AIR

The Course Developers (CD) explained the purpose of their visit and described the plan for
carrying out an analysis of the training needs. The LXG AIR Chairman presented the CDs
with his criteria and appreciated the need to do an analysis of training needs thanks to his
experience. The CDs explained to him that it was necessary to concentrate on actual training
problems. They also demonstrated that if an analysis was done to identify needs, then the
resulting training would be more cost efficient and effective. Training would be designed to
resolve the problem as rapidly and efficiently as possible. The LXG AIR Chairman expressed
concern about the increase in passenger complaints about not being able to make their
connections to other destinations in transit airports and the fact that many of them have
threatened to sue the airline for damages. And all of this is over and above the extra
operational costs that these situations generate due to the need to offer accommodation, extra
food and fit passengers onto other airlines so that they can continue to their destinations, as
well as the effect on its corporate image.

The CDs also explained that there could be other problems as well as training that would have
to be resolved. However, for the time being, they could not say what these other problems
were. The LXG AIR Chairman said that, according to the information provided by the
Commercial Director, he considered that training the Passenger Traffic Representatives would
resolve the problem.

The LXG AIR Chairman took note that the CDs wished to visit the airports and meet with the
Supervisors and Passenger Traffic Representatives in these stations and gave instructions to
the Commercial Director to ensure full co-operation with the CDs during these meetings.

3. Meeting with the LXG AIR Commercial Director

The Course Developers explained the purpose of their visit and described the plan for
conducting an analysis of the training needs. The need for the study was also explained and
examined. It was emphasized that the Supervisors and Passenger Traffic Representatives had
been sent a list of questions in advance, which the CDs thought would prepare them to
provide answers in the quickest fashion.

The Commercial Director explained how LXG AIR was structured and presented the
following organizational chart.

LXG AIR Organizational Chart

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 Ex.1.3, Part I

LXG Air Chairman

Administrative Division Commercial Division Operations Division Technical Division

HR Dept. Sales Dept. Crew Dept. Aircraft Maintenance

Accounting and Finance Routes Dept. Dispatch and Flight Quality Control
Dept. Control Dept.

Traffic Dept. Handling Dept.

Passenger Traffic
Supervisor

Passenger Traffic
Representative

The Commercial Director is responsible for co-ordination between all the departments that
make up this division and its impact on, and link with, the Operations Division. The Traffic
Department is responsible for the control and handling of passenger traffic in all of the
airports stations where the company operates. There is a Passenger Traffic Supervisor in
charge of each work shift in all of the stations, who directs and supervises the work of the
Traffic Representatives, who in turn, directly serve the passengers.

The Head of the Traffic Department is in charge of organizing the co-ordination of the work
in all of the stations and has been repeatedly informed about Passenger Traffic Representative
teams not being fully manned, which has meant that in certain stations, work shifts are
completed with less than the required number of staff and/or the working day is extended.

The Head of the Traffic Department explained that in spite of having an approved staff of 170
Supervisors and Passenger Traffic Representatives assigned to this Department to accomplish
the passenger check-in tasks in the 10 airports where the airline operates, there are currently
only 110 posts filled. He hopes that very soon he will receive approval to recruit another 60
Supervisors and Passenger Traffic Representatives.

He explained that the number of Supervisors and Passenger Traffic Representatives in each
station depends on the quantity of operations and the airport categories. The company
operates in two Class A (International) airports and three Class B (Domestic) airports that
operate 24 hours a day. Therefore, passenger check-in tasks have to be covered 24 hours a day
by implementing three work shifts.

The remaining five Class C (Domestic) airports operate during the daytime throughout the
week.

He also raised the complaint about the logistical supply of inputs for Passenger Traffic
Representatives work such as: boarding cards, luggage labels, forms used during operations,
etc. that do not arrive in sufficient numbers. Moreover, the increase in passengers and
operations has not been taken into account.

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4. Meeting with the Supervisors and Passenger Traffic Representatives in the Stations

There were meetings held in all of the stations with the Supervisors and Passenger Traffic
Representatives. The CDs explained the purpose of their visit and offered information about
the TRAINAIR Plus Course Development Methodology.

During the meeting, it became clear that firstly, the Passenger Traffic Representatives have
too heavy a workload and secondly, there is a lack of maintenance of technological equipment
for each of the stations, which renders passenger check-in tasks more difficult.

It was revealed that they have not received the prescribed training over the last year due to a
staff shortage, which makes it impossible to remove them from the rotating work shifts to
allow them to stay and follow a course full-time. As a result of this situation, they are
unaware of any regulatory change or change to procedures that has been implemented in the
company in recent months. Any training measure that has taken place has been on an informal
basis by the supervisors themselves, who are concerned about getting passenger traffic
representatives up to speed to ensure that passenger check-in procedures are carried out as
required, in accordance with the established company rules and standards.

Supervisors complained that, on many occasions, they have spotted mistakes in the
completion of passenger embarkation forms and inadequate mastery of English, which makes
it difficult to obtain the information needed to proceed to check-in foreign passengers, thus
leading to delays in the processing of each passenger.

Everyone agreed that the company is carrying out a process of modernization by

implementing automatic passenger check-in systems but only the Supervisors and a very
small group of Passenger Traffic Representatives have received the appropriate training in a
course provided by the equipment manufacturer.

5. Other factors to be taken into consideration:

Passenger Traffic Representative Job Description

Required studies: Completion of secondary school studies

Completion of the Basic Passenger Traffic Representatives Course from the
Civil Aviation Academy or its equivalent.
Mastery of the English language to intermediate level
Minimum age - 21 years old

General description: Perform the passenger check-in procedures in the stations of the airports
where the airline operates.

Specific tasks: - Process passengers documents

- Interact with the passenger check-in electronic system
- Check in baggage
- Issue boarding passes
- Billing of tickets
- Fill in the operations forms for flight dispatch