Developing Advanced Crew Resource Management (ACRM) Training: A Training Manual(94)

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5)  As part of coordinating the release of new CRM procedures with document updates, a formal review of the camera-ready material should be scheduled because there will be errors, and having a number of informed people review the material increases the chances of catching those mistakes.
Guidelines for Implementing ACRM for Instructor/Evaluator
1)  The gradesheet should be used as a focal point in establishing reliable crew assessment. Instructor/evaluators should be encouraged to work on the refinement of the LOFT/LOE gradesheet as an effective way to develop an assessment team.
2)  The airline should work with the instructor/evaluators to establish a specified level of rater reliability prior to conducting the LOFT/LOE portion of crew training. One way to ensure that the instructor/evaluators reach that level is to work with a realistic set of benchmarks.
3)  Individual instructors with specific assessment problems should be encouraged to work with the group in resolving the issues. ACRM assessment should be approached as a group effort where the team, and not just one individual, needs to resolve any outstanding problems.
4)  The airline should treat assessment standardization as a long-term development process giving the instructor/evaluators the organizational support that will allow them to direct the process.
Guidelines for Maintaining Standards and IRR
1)  When LOFT/LOE crew performance data shows a drop in ratings, the airline should consider a range of causes from properties of the LOE scenario to lack of crew training in specific areas. The IRR process allows the airlines to isolate probable causes with a greater degree of accuracy than has been possible up to this point.
2)  Once instructor/evaluators start administering LOFT/LOE sessions, the data may show a pattern of lower ratings for certain items with some of the instructor-group IRR benchmarks not being met. In such cases, the airline should consider the possibility that some instructor/evaluators do not have the same interpretation of an event set or the standards of performance.
3)  Airlines should monitor for crew performance problems in order to address minor problems before they turn into incidents or accidents. Minor problems are often identified by the rating of acceptable but "below standard."
4)  Airlines should understand that a major payoff to establishing and maintaining a standard assessment is the ability to identify long-term trends in crew performance. Without data establishing that benchmarks have been met, airlines will find it difficult to make meaningful interpretations of performance trends because of the unknown reliability and accuracy of the data.
Guidelines for Improving CRM Procedures and Training
1) Once airlines have identified a specific performance problem, they should work to link that performance problem to one or more CRM skills. This step is needed to determine the exact training and/or CRM procedure needs to address the problem.
　
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