NOAA Workforce Management Office

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).

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

The U.S. Department of Commerce Science and Technology Fellowship (COMSCI) Program provides senior level employees an opportunity to study national and international issues relating to the development, application, and management of science and technology.

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

The Excellence In Government Fellows (EIG) and E-Government Fellows Programs are for individuals who are looking for enrichment and perspective as leaders in public organizations and, importantly, as change agents seeking to improve results in their agencies.

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.

NRAP Program Guide

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 developmenta 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 Certificatio of Training) form may be used.

Career Development Resources:

OPM Developmental Centers including the Federal Executive Institute

USDA Graduate School (including National Capital Training Center & Leadership Development Academy)

Page last edited: May 04, 2011

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