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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
training, survey managers in each division to
determine what they do as managers and design and
tailor training to these specific management
needs.

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
strategic planning and creating vision and one in
managing technological change.

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
topics for 1993.

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
programs for managers and employees; evaluate results.
These include a comprehensive Interviewing and
Selection training program for Board managers and
another for employees, Time Management and Stress
management training courses for managers, professionals
and support staff.

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
distributed data processing and consolidation.

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
basic language and arithmetic skills if characteristics
of workforce require, particularly in the support
areas; e.g., entry level secretaries and support
services staff.

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
effectiveness in support the Board Management
Philosophy.

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
development programs, institutionalize "Officer Forums"
in which they can continue to discuss topical
management issues as they relate to the Board.

Conduct a comprehensive study, using an outside
consultant, to evaluate the possibility of
consolidating all Board training functions for
increased effectiveness and efficiency.

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