TRAINING Strategic Direction: Develop closer working relationships with the divisions, primarily through the Training Advisory Committee contacts, to better understand and meet their specific training needs, work closely with divisions to provide upgrade training and education caused by changes in the skill mix, and strengthen management and executive development to assist officers and managers in adapting to rapid changes. 1992 T-1-2 T-2-2 T-3-2 T-4-2 Establish an effective working relationship with all Training Advisory Committee contacts as a necessary vehicle in understanding and responding to divisionspecific training and development needs. 1A. In support of more effective division-specific 1B. 1C. 1D. 1E. Monitor division external training to ensure their cost-effectiveness and avoid redundancy with internal training programs. Develop a comprehensive scheduling system that reflects the needs of specific division and the Boardwide needs resulting from improved client contacts. Develop division-specific training curricula for all divisions. Develop and implement an approach, using the Training Evaluation System as a vehicle, to assist division management in assessing the cost-benefit of training. Develop a description of the consultative role of the training staff which will include assisting divisions in planning, identifying and implementing training, and conducting orientations with the Training Advisory Committee contacts. Provide training support in response to expanded distributed data processing and system consolidation. Implement the Kotter leadership video seminar series to T-5-2 T-6-2 T-7-2 T-8-2 T-9-2 T-10-2 T-11-2 T-12-2 T-13-2 Conduct two executive development seminars, one in Conduct at least two management seminars utilizing outside experts, one in managing technological change and one in managing diversity. Conduct two staff seminars utilizing outside experts, one in dealing with technological change and one in handling diversity. In collaboration with division management, reinforce management's accountability for training and staff development in defining the manager's role. Update the officer and manager surveys of seminar Examine training logistical requirements resulting from possible expanded Board responsibilities. Working with Recruiting, develop interviewing standards and provide specific intensive training in support of major recruiting efforts (consider division-specific course). Develop and implement career planning training In conjunction with Training, develop a career planning database to track current and future development needs and goals identified in Performance Management Plans, and assist supervisors and employees in achieving those plans. 1993 T-1-3 T-2-3 T-3-3 Continue to provide upgrade education and training in response to the changing skill mix needs of the Board resulting from technological change and/or increased complexity of work. Continue providing training support to expanded Develop and conduct management and staff training T-4-3 T-5-3 T-6-3 T-7-3 T-8-3 Conduct additional topical seminars for officers and managers identified in the 1992 survey utilizing outside experts. Conduct Ethics seminars for Board Members, directors, officers, and managers in applying ethics guidelines within the context of decision-making processes. Develop and conduct Ethics training for all staff required to file financial disclosure reports in response to the changed OGE requirements to be issued in 1992. Implement training logistical improvements to support possible expanded Board responsibilities. In conjunction with the EEO Programs Manager develop and implement a training program for minority and female employees which concentrates on the effective utilization of organizational opportunities 1994 T-1-4 T-2-4 T-3-4 T-4-4 T-5-4 Continue training support resulting from expanded responsibilities from changes in scope, complexity of Board workload. Conduct a feasibility study for computer interactive training. Evaluate the need for remedial training to provide Research emerging training trends and practices in other organizations, private and public, to evaluate the feasibility of adopting them at the Board. Evaluate managerial training to determine its 1995 T-1-5 T-2-5 Implement a computer interactive training approach. Develop facilitation training for managers as managers role transitions more to that of a coach and team T-3-5 T-4-5 T-5-5 As workforce ages and the number of longer tenured employees increases, and as opportunities for career growth diminishes for older and newer employees, develop training for managers to help staff enrich their jobs and motivate themselves. Using the officer seminars and guest speaker executive Conduct a comprehensive study, using an outside |