THE HUMAN ERROR


6. MAY NEED THE “PATIENCE OF


JOB” For those who are not familiar with the saying, Job is a person in the bible who exhibited extreme patience when he suff ered many tribulations. What may have become simple for


you with your experience may be diffi cult for some to learn how to do right every time. Ridiculing, yelling and calling of names does nothing to shorten the learning period, but can seriously harm the relationship between the mentor and the mentee.


7. MUST OFFER ENCOURAGE-


MENT AT EVERY OPPORTUNITY The correct amount of encouragement will go a long way toward the mentee working harder to carry out a task Safety and correctly.


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POSSIBLE Try to avoid simply showing the person how to do something. Instead, add the how and why and have him or her do the task while you advise. Showing by doing it yourself may be quicker, but it is not the best way for him or her to learn.


9. REALIZE THAT THE ROLE MAY TAKE TIME


Being a mentor can last you up to a lifetime, so don’t expect it to be only a week or so for orientation. As Joe so aptly put it in this June 2019 D.O.M. magazine editorial: “You are opening the door of opportunity for the person and helping him through it.” Finally, sometimes there can be the question of compensation if the system


is formalized in a large company. As an ex-trade school principal there were times when I thought that the worst thing we ever did to our students was to give the teachers a decent wage. All too many applicants for a teaching position were applying for the long holidays, bigger pay advance and NO more midnight shift instead of for the opportunity to impart knowledge into eager minds. We would learn not long after the probation period was up that they loved the job if it wasn’t for all the useless students they were stuck with. The role of mentor is very rewarding with a high degree of satisfaction for a job well done. I would hope that could be reward enough as you give back to an industry that has brought you to where you are today.


Gordon Dupont worked as a special programs coordinator for Transport Canada from March 1993 to August 1999. Prior to working for Transport,


Dupont worked for seven years as a technical investigator for the Canadian Aviation Safety Board (later to become the Canadian Transportation Safety Board). He saw fi rsthand the tragic results of maintenance and human error. Dupont has been an aircraft maintenance engineer and commercial pilot in Canada, the United States and Australia. He is the past president and founding member of the Pacifi c Aircraft Maintenance Engineers Association. He is a founding member and a board member of the Maintenance and Ramp Safety Society (MARSS). Dupont, who is often called “The Father of the Dirty Dozen,” has provided human factors training around the world. He retired from Transport Canada in 1999 and is now a private consultant. Visit www.system-safety.com for more information.


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