Location Training may be conducted on-site or off-site, depending on the content and complexity of the training. Training Curricula Suggested training curricula will be identified for the different types of staff at the Board, including secretarial, professional, managerial, and executive development. These curricula will include basic or core training programs and elective training programs. The staff is encouraged to complete the core training within a reasonable time frame, which should be specified in the development portion of the individual's PMP. Board Members' Responsibility The Board is responsible for- o articulating a general training philosophy and policy; o providing adequate funding for valid training requirements identified during the budget process, consistent with other priorities; o reviewing overall training-program performance to be assured of its cost-effective implementation; o reviewing the training program to ensure that training is being provided in a nondiscriminatory manner, consistent with the Board's Affirmative Employment Plan; and o reviewing training-program performance to ensure that it is responsive to the Board's mission and changing responsibilities. Division Directors' Responsibility Division directors are responsible for- o ensuring that the training requested on a divisionwide basis is responsive to the work needs of the division; o requesting and justifying appropriate funding through the budget process; o ensuring that training is cost-effective and that improvements in organizational and individual effectiveness are occurring; and o ensuring that training is provided on an equitable and non-discriminatory manner in support of the Board's and division's Affirmative Employment Plan. Managers' Responsibility Managers are expected to explicitly support the attendance of staff at training activities. This may be accomplished within the context of the Performance Management Program (PMP), a strategic-planning process, the budget-development process, and continuing informal discussions. In their PMP reviews, all managers must be evaluated regarding their performance in support of employee development, including developmental training. Managers have primary responsibility, with the active participation of the employee, for- o identifying individual training needs and appropriate development activities and preparing individual development plans; o ensuring that training needs are identified and supported in an equitable and nondiscriminatory manner; o requesting and justifying the necessary funding; o ensuring adequate time for employee attendance in training; and o evaluating the training in terms of improving individual and organizational effectiveness. Employees' Responsibility Employees share training responsibility with their managers and are expected to- o identify training needs and suggest development activities; o conscientiously participate in training; and o apply the training to improve their individual effectiveness and the organization's effectiveness. Division of Human Resources Management The Division of Human Resources Management is responsible for the overall effectiveness of Boardwide training, including- o providing effective internal training that meets Boardwide requirements or that is tailored to the specific needs of a division or job family; o administering the Academic Assistance Program; o reviewing external training requests from the divisions to ensure their cost-effectiveness and avoid redundancy with internal training programs; o reviewing training to assess the equitable and nondiscriminatory application of training resources to all staff; o maintaining the Board's Training Design Guide, which is to be applied in the analysis of internal-training needs and training-program design and development; o maintaining the Training Evaluation System, which is applied to all internal training programs sponsored by HRM to assess their cost-effectiveness; o maintaining a training-information system that tracks all training at the Board except examiner training; and o preparing training reports for the Board Members and division directors. Division of Information Resources Management (IRM) The Division of Information Resources Management (IRM) is responsible for- o assisting the divisions in identifying office automation training needs and o delivering training in support of Board office automation efforts. Division of Banking Supervision and Regulation (BS&R) The Division of Banking Supervision and Regulation (BS&R) is responsible for providing all examiner training. Division of Consumer and Community Affairs (CCA). The Division of Consumer and Community Affairs (CCA) is responsible for providing technical training regarding consumer regulations and compliance. Division Training Contacts Each division will identify a senior staff member, preferably an officer, who will act as a primary contact in the division regarding all matters related to training. The senior staff member will act as the primary contact for HRM on division training matters, be responsible for coordinating intradivision efforts to identify valid training needs of the division, coordinate training requirements with HRM, and serve on the Training Advisory Committee. RESPONSIBILITY The Division of Human Resources Management is responsible for maintaining this policy. The policy will be reviewed periodically, as appropriate. EXCLUSION Training conducted through the Federal Financial Institutions Examination Council for the staff of the Federal Reserve Banks and other outside entities is excluded from this policy. BASIC MANAGEMENT TRAINING CURRICULUM Core Training Performance Management Program (PMP) Workshop Management Forums Managing People Effectively Effective Leadership in a Changing Environment EEO for Managers Project Management Elective Training Mastering Meetings for Results Problem-Solving and Decision-Making Time Management Managing Change Managing the Impact of Office Automation Managing Stress Managing Diversity Team Building Seminar Series on Topical Management Issues Lunchtime Video Presentations on Management Issues |