The organization has a right, and I think a responsibility, to extablish
standards of performance. We do not have a problem with that concept when
talking about technical skills or knowledge, but behavior is another thing.
Reporting for a flight drunk or hung over to the point of being unable to
safely conduct their aircrew duties would be grounds for dismissal in most
flying organizations. There is something to be said for the reformed person
here, but the very term "reformed person" means their objectionable or
unsatisfactory behavior has changed.
Why then do some of us seem to stumble over the inability of some crew
members to get the CRM picture? Given reasonable opportunity to correct their
behavior, the only solution should be show those who can't change the door
and wish them good luck.
In fairness to employees and to the organization, there must be clear
guidance as to expected behavior and ample time and training for the employee
to attain it. However, at some point, the door opens and they are out if they
can not comply.
Greg Deen asked, What should a supervisor do if he discovers a rogue in his
airplanes? 1) Get him out of the cockpit. 2) Give him a chance to correct his
behavior. 3) If he doesn't, do not let him back in the aircraft.
It ain't complicated, but it works.
Dave Wilson
HTI