Workforce Management Office (WFMO) Serving NOAA's Most Valuable Asset - People
NOAA Supervisory Resource Guide
How Do I Contribute to an Employee’s
Career Development?
Typical
Scenario: You want to enhance an employee’s skills
to optimize performance and reinforce the employee’s ability
to take on broader responsibilities, or changes in your organization’s
functions require your staff to develop new skills.
Principle: An important part of every manager’s job is that
of continuing the development of the people who work under his/her
direction to ensure a productive workforce and the on-going ability
to meet changing job requirements. There is a clear strategic value
in continuously training and developing employees in order to enhance
the organization’s ability to meet its mission and to increase
the ability of employees to achieve rewarding careers within the
organization. As a manager, you have several responsibilities in
this area: analyzing organizational needs and identifying specific
training requirements; developing training plans for the overall
organization and individual employees within it; obtaining and
allocating resources to accomplish training needs and produce desired
gains in organizational efficiency; and evaluating the impact of
training efforts and making necessary adjustments to ensure maximum
results.
Where
Do I Start? You should start your training effort by thinking
carefully about your organization’s strategic goals and objectives,
your unit’s goals and objectives, what work is to be performed,
and the strengths and weaknesses of your staff. Then think carefully
about the knowledge and skills needed to do the job. Knowing what
a job requires and how well you want it done will give you data
to make training decisions. You should also look at broad performance
issues and opportunities needed to change or improve the organization
and the individual employee’s strength and growth opportunities.
An individual “needs assessment” focuses on the specific
knowledge, skills, and abilities required of each employee. (Individual
needs should be viewed within the context of strategic goals of
the organization in order to ensure professional growth and development
of employees within established career paths.) Your WFM Advisor can assist you in assessing the individual training needs of your
employees.
Rules
and Flexibilities: Managers must consider all employees
fairly for training opportunities. When supervisors make determinations
regarding training, they must ensure that employees are selected
without regard to political preference, race, color, religion,
national origin, sex, marital status, age, or handicapping condition,
and with proper regard for their privacy and constitutional rights
as provided by the Merit System Principles. Additionally, merit
promotion procedures must be followed in selecting employees for
training which is primarily to prepare trainees for advancement
and which is not directly related to improving performance in their
current positions.
Managers
have wide flexibility in the training area in choosing training
sources, curricula, etc. Depending
on your office budget,
you can pay all or part of the costs associated with training,
including registration fees, books, materials, etc., that will
contribute to your office’s mission. You should be aware,
however that training requests cannot be funded “after the
fact” (after expenses have been incurred). For additional
information, please see the NOAA Training Policy (Interim).
Basic Steps:
Determine training needs by forecasting the direction your organization
will take in the next 2-5 years. Determine what skills will be
required. Determine whether your employees possess the necessary
skills to plan and implement programs and activities required by
the anticipated direction.
To determine individual employee needs, examine the difference
between projected necessary skills and current skills. You can
also meet with employees to discuss career goals and determine
what additional capabilities are required for career progression.
Alternatives:
Workplace
approaches include formal on-the-job training, mentoring, developmental
assignments.
Some
university programs offer financial assistance to Government
employees (e.g.,
Cornell’s School of Business and Wharton).
Some programs last eight weeks, while others last up to two
years. Some are part-time, while others are full-time.
Special Developmental Programs
The
Leadership
Competencies Development Program (LCDP) is a competitive,
18-month program that provides
a series of training and developmental
experiences for a cadre of NOAA individuals who have high potential
for assuming leadership responsibilities. The Program fosters
an environment that nurtures a shared understanding of our agency,
its mission, vision, as well as objectives.
Duration: Eighteen months
Eligibility: NOAA employees at the GS-13 to GS-15, Pay Bands
IV or V, Commissioned Officer CC-04, CC-05, or CC-06 levels Tuition: $20-25K Announcement: Once per Fiscal Year
The
Aspiring Leader Program includes competency based
training that helps participants develop skills
in oral and written
communication, teamwork and problem solving.
Duration: Six months Eligibility: Federal employees at the GS-5 to GS-7 and equivalent
levels Tuition: $2,495 Nomination Deadline: April
The
New Leader Program is for individuals who wish to develop, enhance
or improve their leadership skills.
An integrated
approach is used to develop leaders that includes assessment
of participants
needs, experiential learning and individual development.
Duration: Six months Eligibility: Public service employees at the GS-7 to
GS-11 and equivalent levels Tuition: $2,595 Nomination Deadline: January (Session I)
May (Session II)
The
Executive Leadership Program is based on the U.S. Office of Personnel
Management's Leadership Effectiveness
Framework,
a model for effective leadership and managerial
performance. Provides individuals with the tools, information and
competencies needed to become a successful federal
leader or manager.
Duration: Twelve months Eligibility: Public service employees at the GS-11
to GS-13 and equivalent levels Tuition: $3,650 Nomination Deadline: July
The
Executive Potential Program is a competency based leadership
program designed to develop senior
level public service employees
into more
effective leaders.
The Program is based on the Office of Personnel Management's
Executive Core Qualifications (ECQs) and the Leadership Effectiveness
Inventory
(LEI).
Duration: Twelve months Eligibility: Senior level employees at the GS-13 to GS-15 and
equivalent levels Tuition: $5,200 Nomination Deadline: February
The
Congressional Fellows Program provides individuals the opportunity
to absorb the culture of the Hill and gain valuable experience
that can only
come from
working in congressional offices or with committee staffs to
develop legislative issues.
Duration: Six months or one year assignment Eligibility: Senior level employees at the GS-13 to GS-15 and
equivalent levels Tuition: $4,800 Nomination Deadline: April
Duration: Up to ten months Eligibility: Federal employees in a professional or management
series at the GS-13 level, or above. Tuition: $3,500 Program with an assignment
$3,000 Program without an assignment Nomination Deadline: May
Duration: Twelve months (maximum time spent together over the course of
one year is 23 days.) Eligibility: Individuals at the GS 14-15 levels and high
performing managers at the GS 13 level. Tuition: $8,500 Excellence in Government Fellow
$10,000 E-Government Fellows Program Nomination Deadline: May
Self-study
approaches includes self-paced instruction, correspondence
courses and independent readings.
Technology-based
approaches incorporate computer-based
training or distance learning.
Formal
classroom courses, seminars, conferences and workshops conducted
by colleges
and universities
private companies,
contractors, Government
agencies,
professional and scientific organizations,
and professional associations. In those
cases where a training need exists
for a number of employees,
an on-site
contract course may be the most cost-effective
alternative. Your WFM Advisor can refer
you to information on available
training
courses and seminars.
The
NOAA Rotational Assignment Program (NRAP) provides developmental
assignments that give additional
opportunities
for employees
to broaden their skills,
gain knowledge, and enhance their personal and professional
growth.
Duration: Three months Eligibility: Full-time, permanent civilian NOAA employees
including GS, pay banding, wage grade, and wage marine Announcements: Once per Fiscal Year
Good
Management Practices: Be sure that training and career
development are related to organizational
needs
or employee
needs in the
current position. Look for opportunities to provide
career enhancement such as details, job
rotations, etc., and developmental programs like
the NRAP described above, rather than
relying solely on formal training. While it is not
required, it
is strongly recommended that you develop an annual
Individual Development Plan (IDP)
for each employee. The IDP should be reviewed periodically
during the year to determine
if any changes need to be made because of new priorities,
changing budget situations or new organizational
goals.
Once
training is completed, it is critically important to assess the
effect it has had on the organization
and/or the
employee’s performance. You
may want to set up a meeting with employees immediately
after formal training to “debrief” them.
Similarly, you might require a written summary report
of what was accomplished or learned
and how it will be applied on the
job. Often the lessons learned can be passed to other
employees in a summary form, thus extending the value
of the training
without additional cost.
Checklist:
Analyze
organizational needs, strategic goals and
objectives
Identify
specific training requirements
Develop
training plans for the overall organization
and individual
employees
Obtain
and allocate resources to accomplish training
needs
Evaluate
the impact of training and making necessary
adjustments to ensure maximum
results
Create
a joint agreement with the employee on establishing
developmental
goals
and support for a professional development
plan
Provide
candid feedback on performance and the need
for training
Provide
ongoing coaching, counseling and feedback
Consider
all employees fairly for training opportunities
A
Note on the SES:
In
recent years, there has been an emphasis on
providing mobility opportunities for SES members
to foster a “corporate” perspective. Details and
job rotations are excellent ways to increase an executive’s exposure
to other organizations and management styles.
In
certain circumstances, career SES employees may also be eligible
for a sabbatical lasting up to 11 months.
Appropriate activities
for employees on sabbatical may include teaching, study, or research
at a university; study or research in a “think tank;” work
with a private sector or nonprofit organization; or assignments
with State, local or foreign governments. Regardless of the activity,
a sabbatical must clearly benefit the Government as well as the
individual. Final approval of participation on a sabbatical rests
with the Department.
The
Department periodically offers an SES Candidate Development Program
(CDP). The SES CDP is a competitive program
open to DOC
employees serving under career appointments at the GS-14 and 15
level or equivalent. The SES CDP is a part-time program, not to
exceed 24 months, that varies in length depending on candidate’s
individual developmental needs. At the completion of the developmental
period, each candidate’s activities and experiences must
be approved by the Departmental Executive Resources Board (DERB).
At that time, the candidate must submit a request to OPM for Qualification
Review Board (QRB) certification.
Need to Know:
Government
Employees Training ACT (GETA): Passed in 1958, GETA
created the framework for agencies to plan, develop, establish,
implement, evaluate, and fund training and development programs
designed to improve the quality and performance of the workforce.
Specifically, it allows agencies to fund employee training to assist
in achieving their mission and organizational performance. Amended
in 1994, the Act permits agencies to take advantage of the existing
training marketplace - both Government and non-Government.
Funding: Line and Staff Offices are required to supply the necessary resources
to support career development.
Resource allocations should
be consistent with NOAA’s goal of devoting 1.5 percent of
salary and benefits compensation to training activities.
Training
Approvals and Payments: Managers are delegated the authority
to approve mission related training. Training may be applied for,
approved, and paid for using the government bankcard. When the
bankcard cannot be used (e.g., credit limit, or not accepted by
the vendor), the SF-182 (Request, Authorization, Agreement and
Certification of Training) form may be used.
