6.4  Formal assessment of the CRM concept
Many experts consider that the CRM training concept in the future should be assessed by a neutral organization, such as a national research institution. This would include measurements at both the macro level (accident and incident records, etc.) and the micro level (observation of crew members, procedures, etc.). It is expected that a comprehensive database, to which operators would report, could be created to serve both the research programme and the operators.
Chapter 3  CRM Training for Small Operators (Regional, Corporate, etc.)

1  Introduction
1.1  A full-scale CRM training programme is the ideal objective for small operators. However, several obstacles currently prevent any industry-wide realization of such an objective. These include rapid turnover of flight crew/training personnel since in some States the small transport operations tend to serve as a flow-through channel for pilots making career transitions from small aircraft to the heavy wide-body jets. A yearly pilot turnover ranging from 10 to 50 per cent of the work force is not unusual. The relatively limited experience of replacement pilot applicants exacerbates the training problem, and makes it difficult to pursue new areas. In addition, severe financial constraints are often present.
1.2  Some small operators now include resource management principles within their training syllabi. Standard operational procedures are frequently merged with CRM policies and CRM philosophy in order to attain optimum behavioural patterns in the cockpit.
1.3  Small operators differ from large ones in various operational areas. The major differences appear to be: a) more short-haul, multi-sector flights with frequent take-off/landing cyles; b) minimum financial support for add-on training costs;
c) reduced availability of crew members for scheduling into CRM programmes; and d) lack of simulators for some small operators.
1.4  Corporate flying also differs from major airline operations. The industry encompasses first-class, "red carpet" operations and small, spartan, one- or two-pilot work force complements. Rank, seniority, and status at times are unclear; junior crew members may be in command, or two captains may crew the aircraft with the role of the pilot-in-command being determined by the flip of a coin.
1.5  Often, corporate flight departments are isolated from higher-level management, particularly in organizations where the primary business activities are unrelated to aviation. Similarly, company management in these organizations may have little knowledge of pilot concerns or flight crew training needs. There may be direct high-level management pressures on the cockpit (i.e. in corporate flight, the "boss" may be the passenger riding in the cabin). The cost of proper flight crew training may be difficult for the financial managers of the corporation to accept.
1.6  With such variable sets of economic and operational circumstances, it is considered that industry adoption of full-scale CRM training is currently unfeasible and beyond the financial capabilities of many small corporations.
　
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