IDP Implementation Overview Marshall Space Flight Center
|
|
- Emory Green
- 7 years ago
- Views:
Transcription
1 System for Administration, Training, and Educational Resources for NASA IDP Implementation Overview Marshall Space Flight Center 2008 SATERN Administrator Summit Lisa Martin & Elisabeth S. Cox Office of Human Capital, Training & Incentives Office Marshall Space Flight Center September/October
2 Agenda Plan the Work Change Management Activities Implement the Plan Communicate to Stakeholders Train the Workforce Track & Mitigate Risks Communicate IDP Features Evaluate the Results Indicators of Success Lessons Learned 2
3 Plan the Work Change Management Activities 3
4 At a Glance: The Stages of Planning Center policy Project schedule Present state/future state gap analysis Stakeholder identification Stakeholder analysis Communication plan Risk identification/mitigation Training plan Risk ID & analysis (criticality rating) Risk management plan Risk tracking Risk mitigation plans 4
5 The Scope: Are IDPs Required at MSFC? YES - Employees shall complete an IDP. Excerpted from the Marshall Procedural Requirements May 1, 2008, civil servants were required to complete an IDP in SATERN to coincide with the performance cycle 5
6 Present State-Future State Analysis PRESENT STATE Only MSFC civil servants can access the IDP application. FUTURE STATE No program controls that prevent contractors from creating/submitting IDPs. If user has access to SATERN, they have access to IDP module. Supervisors cannot see their employee IDPs online. They cannot approve an IDP online using the current system. The idea of coaches does not exist. Training not directly tied to goals. Major areas: Long Range Goals Short Range Goals Training Needs for current cycle Priority for a training item is edited and can only be values 1 4. Courses the user can select are not tied into any training system catalog. User does not have capability to show progress toward developmental opportunity goal attainment. IDP technical & functional support is at MSFC IDP data is exclusive to Marshall. Reports executed on as needed basis. Current MPD states that "employees shall complete an IDP" with "employees" defined as all badged personnel (includes contractors). All current IDP data is owned and maintained by Marshall, and we have history data. Supervisors will be able to see all their employees IDPs after the learner submits it for approval. They will be able to approve/disapprove IDPs online. Coaches are a new option within the process. Training and/or activities directly tied to a stated goal. Major Areas: Short Range Goals - Applicable Training Mid Range Goals - Applicable Training Long Range Goals - Applicable Training No edits on priority to ensure that only values 1-4 are entered. Can assign whatever number they choose. Courses the learner can select can come from the SATERN catalog (instructor-led; online) or from external sources. User can manage the progress of their developmental opportunity. SATERN automatically shows completion of online courses in the IDP & in training history. Learner trackable items, such as OJT, can reflect percentage of completion. IDP technical & functional support is at NSSC. IDP report data is in SATERN and can be run by Center admins. Data pulled for reports is not exclusive to MSFC unless filtered correctly. Agency policy states that IDP is for civil servants only. SATERN supports current state rather than future state. IDP data is owned and maintained by the Agency. Historical data will not be migrated into SATERN. 6
7 Risk Management: Identify Risks & Determine Criticality Risk Analysis: Identified risks are assessed to determine the likelihood of occurrence, consequences to the project if the risk does occur. 5 x 5 Criticality Matrix Risk Criticality Ranking: The criticality for each risk is determined multiplying the likelihood ranking by the consequences ranking. Risks with 15 and above criticality ranking must be mitigated. (Likelihood x Consequence = Criticality.) Examples: 25 = High Risk. 1 = Low Risk 7
8 Report Top 5 Critical Risks to Key Stakeholders Monthly 5 1 Rank Risk ID Risk Statement Approach L I K E L I H O O D Med Criticality High Low CONSEQUENCES L x C Trend Decreasing (Improving) Increasing (Worsening) Unchanged New Since Last Period Approach M Mitigate W Watch A Accept R - Research IDP tool rolled out prior to being thoroughly tested due to Agency-driven timeline IDP tool does not prevent contractors from creating an IDP With NSSC closing out training events & learners having the capability to record learning events via the IDP, duplicate training histories could result Supervisors may refuse to use the system due to numerous new systems rolling out concurrently & perception of increased administrivia Agency marketing brochure communicates message that is inconsistent with Marshall s Training Investment Strategy M M M M M 8
9 Stakeholder Analysis: Who are the Impacted Groups & How Much Contact Is Needed? Quadrant 2 Significant Amount of Contact Required Quadrant 4 Highest Amount of Contact Required High Impact On/Importance to Low Authority Over/Influence on High Impact On/Importance to High Authority Over/Influence on Quadrant 1 Lowest Amount of Contact Required Quadrant 3 Significant Amount of Contact Required Low Impact On/Importance to Low Authority Over/Influence on Low Impact On/Importance to High Authority Over/Influence on 9
10 Stakeholder Analysis: Who are the Impacted Groups & How Much Contact Is Needed? Quadrant 2 Significant Amount of Contact Required Civil Servants Supervisors Center Training Office Leadership Dev. Programs POC Succession Mgt. Program POC MSFC Help Desk Admin Officers Quadrant 1 Lowest Amount of Contact Required Quadrant 4 Highest Amount of Contact Required SATERN Phase III Implementation Team Quadrant 3 Significant Amount of Contact Required MSFC Union Office of Human Capital Managers Senior Leadership - Forum 10
11 Stakeholder Communication Needs Analysis This change has a high impact on or importance to this group/person, and this group/person has a high influence over change. The change has a low impact on or importance to this group/person, but this group/person has a high influence over the change. This change has a high impact on or importance to this group/person, but this group/person has a low influence over the change. The chance has limited impact on or importance to this group/person, and this group/person has limited influence over the change. Requires regular communication. Midway through the project and proceeding to Go-Live or rollout, this group will require actual face-to-face meetings with the Project Manager and/or members of the Project Team. Requires much information about the status of various aspects of the project and about any problems or risks that develop as the project progresses. Requires much contact and significant information about how they will be impacted by the change and what will be done to prepare them to function in the new environment. Requires limited contact once or twice during the product lifecycle and then again just prior to go-live. Quadrant 4 SATERN Phase III Implementation Team: Detailed project information; all project announcements. Quadrant 3 Office of Human Capital Managers: High level briefing via Executive Council; communications through HS40 Manager. Senior Leadership Forum: Awareness of integration and availability; all general project announcements. Quadrant 2 Civil Servants: All general project announcements. Supervisors: All general project announcements; To the Point article. Center Training Office: Detailed project info; & all general project announcements. Leadership Development Programs POC: Detailed project info through the POC; all general project announcements. Succession Management Program POC: Detailed project info through the POC; all general project announcements. MSFC Help Desk: All general project announcements. Admin Officers: Detailed project info; all general project announcements. Quadrant 1 MSFC Union: to the union POC; all general project announcements. 11
12 Develop Communication Strategy Add l column headings Actual # of Attendees or Contacts Message Author(s) Approver/Reviewer Messenger(s) Start Date Frequency Location Notes Develop the overall plan prior to the first communication activity. Update and revise the plan on an ongoing basis. Revision examples: Added announcements of SATERN workarounds. Rescheduled training sessions that did not meet minimum attendance requirements. 12
13 Develop Training Strategy: Highlights Ensure Training follows Agency guidelines and SATERN Change Management Strategy Employees possess the skills required to use the SATERN IDP system Offer Varied, Flexible Training Instructor-led classes Open houses Role coaching Briefings Demonstrations Self-study resources Evaluate Our Progress Review and analyze course evaluations Make adjustments based on participant feedback 13
14 Implement the Plan 14
15 IDP Communication Highlights SATERN Posters Web Updates & Announcements Correspondence Supervisor Newsletter Management Demos and Briefings 15
16 Updates to the Human Capital Web Site Individual Development Plans (IDPs) Beginning with the performance cycle (May 1), all Marshall civil servants will be required to create an IDP in SATERN. Instructor-led training sessions will be offered during April and May to help employees, supervisors and coaches understand and use the new IDP functionality. Employees should register in SATERN for the session they plan to attend. Employees can make updates to their current IDP until April 30. Beginning May 1, employees will only be able to print copies of their IDPs in the current IDP system. All new IDPs must be created in SATERN in accordance with Agency policy. Civil servant employees will be encouraged to print copies of their old IDPs which they wish to keep since old IDP data cannot be migrated into SATERN, and the Center Training Office will not have access to this data once the old system is shut down. 16
17 Correspondence Center Training Office IDPs in SATERN are required for MSFC civil servants Notification of upcoming roll-out schedule Notification of training schedule Admin Officers Notification of upcoming integration and training New MSFC Supervisors Notification of upcoming integration and training MSFC Union Representative Notification of upcoming integration and training 17
18 Center-Wide Web Announcements: Headlines April 1, 2008 May 1, 2008 (Go Live) June 1, 2008 July 1, 2008 Beginning May 1, Marshall Civil Servants Will Be Required to Complete IDPs in SATERN IDP Training Is Available. Beginning May 1, Marshall Civil Servants Will Be Required to Complete IDPs in SATERN Instructor-led IDP-training wraps up the week of May 5. Registration is available through SATERN. Help Is Available (Online) for Employees Working to Complete IDPs Civil Servants: Critical Steps to Prevent Your IDP from Becoming Lost and Irretrievable Within SATERN's IDP System 18
19 Reprinted from the MSFC Supervisor Newsletter/"To the Point" IDP System Rolls Out May 1 at Marshall Beginning with the performance cycle, which begins on May 1, all Marshall civil servants will be required to create their Individual Development Plans (IDPs) in SATERN -- NASA's system for administration, training and educational resources. IDPs are the official planning and record-keeping documents for capturing formal and informal training and development activities at NASA. So what's changing? And what do supervisors need to tell their employees? The current IDP tool is going to be shut down by the end of the fiscal year. IDP data currently in the system will not be migrated into SATERN, and the data will not be accessible by the Center Training Office. All IDPs must be created using the IDP tool in SATERN beginning May 1 for GS employees. Senior Executive Service personnel will create IDPs in SATERN beginning with their October 1, 2008, performance cycle. Employees can electronically route their IDPs to the supervisor for review and approval/denial. Employees will have the capability to assign a coach/mentor in the IDP tool in SATERN to assist in identifying developmental goals and activities. The IDP tool is available twenty-four-hour a day, seven days a week and can be accessed from work, home, or TDY. Employees will have the capability to search the SATERN catalog for courses related to stated developmental goals. Learning events are automatically recorded in the employees' learning histories and IDPs. Employees can print out a copy of any IDPs that are in the current system which they wish to keep for historical purposes. OHC asks supervisors to encourage employees to register for the IDP instructorled training sessions via SATERN scheduled in April and May. Employees who prefer self-paced training can take advantage of other learning opportunities provided on the Office of Human Capital's home page. Supporting Marshall's mission The IDP tool provides an opportunity for supervisors and employees to identify training and developmental activities needed to achieve both the center's and agency's mission. The new tool places a stronger emphasis on goals, not just within the next year, but five years out and beyond. The new tool ties each training and developmental activity directly to a stated goal, whether that goal is short-range (within the next year), mid-range (within two to four years); or long-range (five years or more). Progress toward achieving the stated goals and activities can be tracked with percentage of completion recorded in the IDP. Supervisors prepare for the transition In preparation for the performance appraisal period, NASA's Office of Human Capital encourages supervisors to discuss goal-setting and development activities with their employees. Coaches and mentors can also participate in the IDP process by offering counsel and support to employees' plans to help them set developmental challenges needed to accomplish the center's and agency's strategic goals and objectives. For supervisors, two options are available for learning to use the new IDP tool in SATERN: Instructor-led overviews with optional hand-on practice Self-paced learning Scheduled throughout April and May, instructor-led training special sessions tailored exclusively for supervisors are available. This training will help supervisors not only complete their own IDPs, but understand how to review and approve the IDPs of their employees. Registration for instructor-led sessions is available through SATERN. To view the training schedule, visit the OHC Web site. 19
20 Demos & Briefings: Key Audiences Center Training Office Personnel Office of Human Capital Director & Direct Reports Center Director & Direct Reports Center Administrative Officers Participants at the MSFC Technology Awareness Campaign Event 20
21 Training: Materials & Presentations Training Manuals & Presentations Provided by the Agency Printable PowerPoint files Easy to customize for individual centers Printable for center-use Versions for supervisors or learners Handouts/Giveaways IDP Quick Reference Guides IDP Highlighters IDP Notepad Clips 21
22 Training: The Sessions On-Site Courses Combined two elements: IDP overview Hands-on training in a computer lab Sessions tailored for either learners or supervisors At least 20 sessions planned Employees signed up for these courses in SATERN So What changes did we make? Allow for Changes Monitor the number of employees signed up for each session Add additional sessions if warranted by employee demand Be flexible 22
23 Training: The Sessions Sessions Cancelled Six sessions cancelled due to lack of demand For some sessions, not a single employee had signed up Sessions were combined to boost per-class attendance Sessions Added Four sessions added to meet special needs Examples: Off-site training for remotely located employees Special training, delivered at organizational staff meetings (upon request) 23
24 Training: Total Employees Trained More Than 300 Through Instructor-Led Sessions 15 learner sessions; 299 trained 3 supervisor sessions; 55 trained Others via Self-Study Resources on the Web Instructions on how to change your supervisor in SATERN Demonstrations for learners and supervisors Training manuals IDP Planning Checklist SATERN Quick Reference Guide External Activity Requiring NF1735 Job Aid Process Overview Frequently Asked Questions Resources available at 24
25 Change Management Activities: Track Risks Add l column headings Mitigation strategy Mitigation plan Status Assigned to Comments 25
26 Change Management Activities: Mitigate Risks 26
27 Change Management Activities: Communicate IDP Features Management of IDP Profile Correct organization code Correct listing of supervisor Set supervisor bypass flag Correcting for blank screen Goals, goals, goals Adding activities to goals Adding competency-based versus other goals Ensuring goal description shows up in IDP report Elimination of duplicate learner history entries Correcting for Safari with Mac 27
28 Evaluate the Results 28
29 Training Evaluations: On-Line Surveys Send immediately after the training course Metric of Success 66% positive response rate for each learning objective Takes just a few minutes to complete. Results available in real-time. Opportunity to make real-time adjustments as needed based on participant feedback 29
30 Key Indicator of Success: 90% or Higher Positive Response on all Learning Objectives The goal: 66% positive response on learning objectives The results: 87% or higher positive response for all learning objectives Training metrics on the IDP tool exceeded the established indicators for success 30
31 Key Indicators of Success: Communicated Changes to Impacted Community A new system is rolling out IDPs in SATERN are required Training is available Need a training manual? Here s a checklist. Help is available online At least 17,500 potential contacts made Includes s, announcements, newsletter articles, interpersonal networking, and more 31
32 Key Indicators of Success: Positive Feedback from Learner Community The presentation, hand-outs, question/answer session were of a very high-caliber. The personal interaction regarding questions we had as a group helped everyone tremendously. Many thanks! Many of our people including myself had not had the opportunity to attend the formal training session(s) offered at MSFC. This presentation clarified so many things about the IDP, and how to complete the form that we would not have known had Lisa Martin and her Training Team not come to the NSSTC (National Space Science & Technology Center). 32
33 Key Indicators of Success: Positive Feedback from Learner Community Excellent Training! Good overview! Liked the real example used. Instructors was very knowledgeable and helpful and willing to assist employees, overall rate is excellent. Thanks. I benefited from the hands on and would encourage more of this type of training. I'm so happy I took this class. Now I'm not antsy about how to do my IDP because I know how to from the overview and hands on training I took. 33
34 Key Indicators of Success: MSFC IDPs Created in SATERN 630 Drafts 234 Pending 761 Approved 1,625 Total 61% of Total Population 34
35 Lessons Learned: What We Would Do Differently Just the Basics Originally, presented training slide deck from Agency Based on participant feedback, scaled training back to basics only -- what learners needed to know to get an IDP in the system Revised Learning objectives: Overview: What is an IDP Who is involved in the process Phases of IDP When IDPs will be available in SATERN Fewer Classes Originally, scheduled more classes than were demanded In the future, would schedule fewer classes, and add more as needed 35
36 Lessons Learned: What We Would Do Differently Conduct IDP dry-run with IDP Team prior to training others Select initial audience trained carefully because of word of mouth passed on to others List NSSC as contact rather than training office personnel Review survey eval daily to determine needed adjustments Cover known discrepancies & workarounds Include How to Create an Effective IDP in training session 36
37 Summary Significant change management planning is required for successful implementation Communicate via many vehicles throughout the project life cycle Train only the basic skills initially Evaluate after each session to determine needed tweaks to the training If IDPs are required, monitor number of IDPs created and report to organization management 37
38 MSFC IDP Implementation Overview Questions? 38
e-training Transition Project
e-training Transition Project Phase II e-training Communications Guide August 24, 2005 National Aeronautics and Space Administration Communications Guide for the Phase II e-training Transition August 24,
More informationSATERN Change Management Overview: Activities and Timeline. SATERN Change Management Workshop February 14, 2006
SATERN Change Management Overview: Activities and Timeline SATERN Change Management Workshop February 14, 2006 SESSION OBJECTIVES Understand the role of the Project Change Management Team Receive update
More informationNASA Standard Operating Procedure. on Federally Mandated Training. Version 1
NASA Standard Operating Procedure on Federally Mandated Training Version 1 Office of Human Capital Management NASA Headquarters HR-NSSC-2009-0002 Document History Log Status (Basic/Revision /Cancelled)
More informationOrganizational Change Management Methodology. Tools and Techniques to aid Project Implementation
Organizational Change Management Methodology Tools and Techniques to aid Project Implementation Today s Objectives Discuss the Organizational Change Management team and explore ways Organizational Change
More informationTH E. General Guidelines for Charting Your Career Path
TH E INDIVIDUAL DEVELOPMENT PLAN G U ID E General Guidelines for Charting Your Career Path Wildland Fire Leadership Development Program April 2010 TABLE OF CONTENTS Credits... ii Introduction... 1 What
More informationLearning Strategies for Creating a Continuous Learning Environment
Continuous Learning Environment INTRODUCTION A key component of the Leadership and Knowledge Management system is a continuous learning system that uses a wide variety of methods, including classroom training;
More informationPERFORMANCE MANAGEMENT
PERFORMANCE MANAGEMENT A practical guide www.totaralms.com 1 Performance management and learning are closely related. Performance management involves constructive feedback so that individuals can learn
More informationRosetta Stone: Guide for Administrators
Office of Human Capital Management Rosetta Stone: Guide for Administrators Version 1.0 December 2011 National Aeronautics and Space Administration TABLE OF CONTENTS INTRODUCTION... 3 PURPOSE... 3 HOW TO
More informationNASA Shared Services Center Customer Contact Center
System for Administration, Training, and Educational Resources for NASA NASA Shared Services Center Customer Contact Center 2007 SATERN Administrator Summit Johnson Space Center Houston, TX Joey Hannah
More informationHow To Train For A Cdc University Course
REQUEST FOR PROPOSAL Purpose The Centers for Disease Control and Prevention (CDC) is issuing this Request for Proposal (RFP) seeking qualified vendors to conduct training for CDC employees. CDC University
More informationBackground. Scope. Organizational Training Needs
1 Training Plan Template As described in Section 4.2.1 of the Training Effectiveness Toolkit, a Training Plan will help define the specific activities that will be conducted to carry out the training strategy.
More informationIndividual Development Planning (IDP)
Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your
More informationPlanning the Rollout of Your Route It Process
Planning the Rollout of Your Route It Process When a manual business process becomes an online Route It process, responsibility for the rollout and support belongs to the business process owner. The business
More informationDEVELOPING AN IT SERVICE MANAGEMENT TRAINING STRATEGY & PLAN. Version : 1.0 Date : April 2009 : Pink Elephant
DEVELOPING AN IT SERVICE MANAGEMENT TRAINING STRATEGY & PLAN Version : 1.0 Date : April 2009 Author : Pink Elephant Table of Contents 1 Executive Overview... 3 2 Manager Responsibilities... 4 2.1 Before
More informationIT Operational Oversight Committee. Project Title IT Hardware/Software Training for Staff. May 25, 2012
IT Operational Oversight Committee Project Title IT Hardware/Software Training for Staff May 25, 2012 Project Title IT Hardware/Software Training for Staff Project Team Mary Catherine Gaisbauer, Comptroller
More informationPINK ELEPHANT THOUGHT LEADERSHIP WHITE PAPER DEVELOPING AN IT SERVICE MANAGEMENT TRAINING STRATEGY & PLAN
PINK ELEPHANT THOUGHT LEADERSHIP WHITE PAPER DEVELOPING AN IT SERVICE MANAGEMENT TRAINING STRATEGY & PLAN Executive Summary Developing and implementing an overall IT Service Management (ITSM) training
More informationElements Of An Effective Export Compliance Program
Elements Of An Effective Export Compliance Program Renee Osborne Export Management & Compliance Division Office of Exporter Services Bureau of Industry and Security U.S. Department of Commerce Effective
More informationHow To Write An Idp
Individual Development Plan Training League of United Latin American Citizens, Federal Training Institute, September 2015 Carol Davison September 23, 2015 Caroldavison@gmail.com 443-926-6994 Training Objective
More informationNextGen Patient Portal. Implementation Guidebook
Implementation Guidebook Patient Portal Implementation Process 1 Kick-Off Call 2 Demo Session, Configuration & Admin Form 3 Configuration Training Session 4 Core Group Training & Testing 5 EPM & EHR End-User
More informationElements Of An Effective Export Compliance Program
Elements Of An Effective Export Compliance Program Tom Andrukonis, Director Export Management & Compliance Division Office of Exporter Services Bureau of Industry and Security U.S. Department of Commerce
More informationGroup Onboarding & Rollout Game Plan
Group Onboarding & Rollout Game Plan AllyHealth Client Services September 4th 2014 Prepared for New Group Rollout Plan The AllyHealth New Group Onboarding and Rollout Game Plan At AllyHealth,
More informationTrimble Geospatial. ecognition Training - Course Catalog
Trimble Geospatial ecognition Training - Course Catalog Instructor-led and online courses Version 2.1 Date: September 19 th, 2014 Legal Notices Copyright and Trademarks Copyright 2014, Trimble Navigation
More informationTravel and Fleet Charge Card Agency Program Coordinator Service Delivery Guide
NASA SHARED SERVICES CENTER Travel and Fleet Charge Card Agency Program Coordinator Service Delivery Guide Revision: Basic June 4, 2007 Approved by /s/ Kenneth L. Newton (for) Joyce M. Short Deputy Director
More informationLearning Management System. Department Administrator User Guide. March 24, 2015
Learning Management System Department Administrator User Guide March 24, 2015 Table of Contents Glossary... 0 Overview... 1 Accessing Learn@Work... 1 Logging In... 1 Navigating the Home Page... 1 Featured
More informationNATIONAL AERONAUTICS AND SPACE ADMINISTRATION HUMAN CAPITAL PLAN FOR MISSION EXECUTION, TRANSITION, AND RETIREMENT OF THE SPACE SHUTTLE PROGRAM
NATIONAL AERONAUTICS AND SPACE ADMINISTRATION HUMAN CAPITAL PLAN FOR MISSION EXECUTION, TRANSITION, AND RETIREMENT OF THE SPACE SHUTTLE PROGRAM April 14, 2006 1 4/14//2006 EXECUTIVE SUMMARY NASA has prepared
More informationSATERN Rules and Process Guide for Administrators Version 3.1 May 2014
SAT TERN Rules and Process Guide for Adm ministrators Version 3.1 May 2014 Table of Contents Document Revision History... 6 Introduction... 7 Setting the Context... 7 Version 3.0... 8 Business Rules Defined...
More informationTraining Programs for Enterprise-Wide Change
Training Programs for Enterprise-Wide Change Top Five Requirements for Programs that Deliver Prepared by VisionCor, Inc. 1 Contents Summary... 3 Before We Get Started... 3 Program Principles... 4 Business
More informationCORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com
CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire
More informationPRO-NET. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2001
Management Competencies and Sample Indicators for the Improvement of Adult Education Programs A Publication of Building Professional Development Partnerships for Adult Educators Project PRO-NET April 2001
More informationCall for Proposals: Developing U.S. Geological Survey (USGS) Courses for Online Delivery (FY 2016)
Call for Proposals: Developing U.S. Geological Survey (USGS) Courses for Online Delivery (FY 2016) Do you: Currently coordinate or teach a USGS scientific or technical course that could be delivered via
More informationHuman Capital Management Challenge: Fostering Employee Mentoring, Engagement, and Development in a Limited Budget Environment
Human Capital Management Challenge: Fostering Employee Mentoring, Engagement, and Development in a Limited Budget Environment By Carolyn M. Taylor Chief Human Capital Officer, Government Accountability
More informationState of Delaware Human Resource Management Statewide Training and Organization Development. Knowledge Transfer Tools
State of Delaware Human Resource Management Statewide Training and Organization Development Knowledge Transfer Tools The goal of Knowledge Management is not to manage all knowledge, but to manage knowledge
More informationCOMMUNICATION MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE:
COMMUNICATION MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE: Document Information Document Title Amendment History Document Version Date Author/Reviewer Modifications 5/28/2014 Page i 2014 CSG
More informationManaging Performance. Objectives:
Managing Performance Note: In response to the substantial turnover of middle managers in Cooperative Extension, the following training module for new middle managers has been prepared by a joint task force
More informationFrom Performance Appraisal to Performance Excellence
From Performance Appraisal to Performance Excellence When visiting NASA, President John Kennedy came across a cleaner and asked him what do you do around here? The cleaner replied: I contribute to NASA
More informationFEDERAL EMPLOYEE TRAINING
SUPPLEMENTAL DIRECTIVE NNSA SD 360.1 Approved: FEDERAL EMPLOYEE TRAINING NATIONAL NUCLEAR SECURITY ADMINISTRATION Office of Management and Budget CONTROLLED DOCUMENT OFFICE OF PRIMARY INTEREST (OPI): AVAILABLE
More informationIntroduction to the Annual Appraisal Process
NORWICH UNIVERSITY PERFORMANCE MANAGEMENT Introduction to the Annual Appraisal Process In order to improve the process of performance planning and review for staff at Norwich University, we are proposing
More informationPerformance Management for State Leaders
Performance Management for State Leaders STEP ONE: Plan work. Set expectations. "I expect you to complete Individual Development Plans for all your employees by the end of the year." STEP TWO: Observe
More informationDCI-Iraq Comprehensive Training Program Course Descriptions
DCI-Iraq Comprehensive Training Program Course Descriptions These course descriptions are provided as examples of course content. The 1 curriculum of each session may vary slightly with individual instructors.
More informationADMINISTRATOR MISSION PARTICIPATION PERFORMANCE REVIEW FORM
ADMINISTRATOR MISSION PARTICIPATION PERFORMANCE REVIEW FORM Administrator Name: Hire Date: Position Title: Current Position Start Date: Department/Unit: Reviewing Supervisor: Appraisal Period: From: Date
More informationPROGRAM ADMINISTRATION SCALE
Dear Director, This documentation list was compiled to help you prepare for your upcoming Program Administration Scale (PAS) visit. The list includes each of the 25 items in the PAS and the indicator strands/rows
More informationFor Incentive Pay (International Public Management Association for Human Resources)
For Incentive Pay (International Public Management Association for Human Resources) Getting Incentive Pay Just Right for the Public Sector By Patrick J. Cole, SPHR Faced with challenges to do more with
More informationCSCMP Roundtable Marketing Guidebook
CSCMP Roundtable Marketing Guidebook 2 Table of Contents Section 1 Introduction 4 CSCMP Mission CSCMP Vision CSCMP Goals Section 2 Roundtable Marketing Objectives 4 Support the CSCMP Mission, Vision and
More informationPerformance Appraisal Handbook
Working Smarter for America The Department of the Interior s Performance Appraisal Handbook A Guide for Managers/Supervisors and Employees Office of the Secretary Office of Human Resources 10/4/04 #370DM430HB-1
More informationADMINISTRATOR PERFORMANCE REVIEW FORM
ADMINISTRATOR PERFORMANCE REVIEW FORM Administrator Name: Hire Date: Position Title: Current Position Start Date: Department/Unit: Reviewing Supervisor: Appraisal Period: From: Date of Last Appraisal:
More informationHEALTH MANAGEMENT TOOLKIT SMALL BUSINESS SOLUTIONS
HEALTH MANAGEMENT TOOLKIT SMALL BUSINESS SOLUTIONS www.mma-newengland.com Table of Contents Small Business Solutions: Health Management Overview 1 Getting Started: Health Management at Work 2 Health Management
More informationNSSC Procurement Division Business Continuity Plan (BCP) (Redacted)
National Aeronautics and Space Administration NASA Shared Services Center Stennis Space Center, MS 39529-6000 NASA Shared Services Center NSSC Procurement Division Business Continuity Plan (BCP) (Redacted)
More informationFrequently Asked Questions Navigating IBHIS for LA County DMH Contract Providers
DMH Resources Q: Where can I access DMH documents? A: You can find DMH documents by visiting the DMH site at http://lacdmh.lacounty.gov/hipaa/ibhis_edi_homepage.htm Q: We need additional EFT/SIFT extract
More informationBOP-Learn Reducing Organizational Risk through Mandatory Training Compliance. Federal Bureau of Prisons
BOP-Learn Reducing Organizational Risk through Mandatory Training Compliance Federal Bureau of Prisons Lamont Easter, Management and Program Analyst Human Resource Management Division, Workforce Systems
More informationOutsourcing Support Services Change Management Toolkit Preview Deck
Outsourcing Support Services Management Toolkit Preview Deck Outsourcing Support Services (OSS) EG-PD-040 Management Toolkit Overview of toolkit Objective The change is designed to 1) assist the Buyer
More informationEnergy Management. System Short Guides. A Supplement to the EPA. Guidebook for Drinking Water and Wastewater Utilities (2008)
Energy Management System Short Guides A Supplement to the EPA Energy Management Guidebook for Drinking Water and Wastewater Utilities (2008) PREPARED BY GLOBAL ENVIRONMENT & TECHNOLOGY FOUNDATION (A 501(C)(3)
More informationA Practical Guide to Performance Calibration: A Step-by-Step Guide to Increasing the Fairness and Accuracy of Performance Appraisal
A Practical Guide to Performance Calibration: A Step-by-Step Guide to Increasing the Fairness and Accuracy of Performance Appraisal Karen N. Caruso, Ph.D. What is Performance Calibration? Performance Calibration
More informationHuman Performance & the Role of Human Resources
DEFENSE LOGISTICS AGENCY AMERICA S COMBAT LOGISTICS SUPPORT AGENCY Human Performance & the Role of Human Resources Ms. Cheryl Steptoe-Simon July 20, 2016 Human Performance Functions Human Performance Components
More informationSuccess Accelerator. Citrix Worldwide Consulting Solutions. Planning and Executing a Successful Go Live
Success Accelerator Planning and Executing a Successful Go Live Citrix Worldwide Consulting Solutions i Table of Contents Introduction... 1 Communication... 2 Training... 3 Administrators and Help Desk
More informationSUCCESSION PLANNING. Susan A. Henry May 2012
SUCCESSION PLANNING Susan A. Henry May 2012 Introductions Who we are What are your expectations for the day Naming of a Scribe for the Day Workshop Objectives To understand your role in succession planning.
More informationU.S. DEPARTMENT OF TRANSPORTATION FEDERAL AVIATION ADMINISTRATION. Air Traffic Organization Policy
U.S. DEPARTMENT OF TRANSPORTATION FEDERAL AVIATION ADMINISTRATION Air Traffic Organization Policy ORDER JO 1000.37A SUBJ: Air Traffic Organization Safety Management System Effective Date: 5/30/14 The mission
More informationInterim Performance Management System. Performance Appraisal Form. User Manual
Interim Performance Management System Performance Appraisal Form User Manual Table of Contents Introduction 2 The Performance Appraisal Cycle 2 Timeline 3 Process Overview 4 Approval Process 5 Sections
More informationUTSA PeopleSoft Change Management Plan
UTSA PeopleSoft Change Management Plan IMPLEMENTING UTSHARE AT UTSA February 2013 v.1 Table of Contents UTSA PeopleSoft Change Management Plan 1.0 Overview... 2 Goals and Objectives... 2 Critical Success
More informationBest Practices Defined:
Workers Compensation Fund AIHA/ANSI Z-10-2005 Standard for Occupational Health and Safety Management Systems Presented by Objectives: Best Practices Defined Outline and Review the Z-10 Standard Auditing
More informationPROJECT PLAN FOR. Project Name Here
PROJECT PLAN FOR Project Name Here Version # DatE Reviewed and Approved for submittal to Executive Sponsor , Project Manager Project Plan Approved for submittal to Executive Sponsor: , Project
More informationSTRATEGIC TRAINING PLAN
STRATEGIC TRAINING PLAN INTRODUCTION This training plan will be utilized by all Compliance and Enforcement programs in the formation, implementation, and ongoing tracking of all training and outreach provided
More informationProject Managing Microsoft Dynamics CRM Implementations
Workshop 80054A: Project Managing Microsoft Dynamics CRM Implementations with Microsoft Dynamics Sure Step Length: 2 Day(s) Published: November 12, 2008 Language(s): Audience(s): English Developers Level:
More informationHHS Learning Portal. People Administrator. NIH Training Center National Institutes of Health OD/OM/OHR/WSDD. Page 1
HHS Learning Portal People Administrator NIH Training Center National Institutes of Health OD/OM/OHR/WSDD Page 1 HHS LEARNING PORTAL PEOPLE ADMINISTRATOR Version 3.2 National Institutes of Health Training
More informationCHANGE MANAGEMENT PLAN WORKBOOK AND TEMPLATE
CHANGE MANAGEMENT PLAN WORKBOOK AND TEMPLATE TABLE OF CONTENTS STEP 1 IDENTIFY THE CHANGE... 5 1.1 TYPE OF CHANGE... 5 1.2 REASON FOR THE CHANGE... 5 1.3 SCOPE THE CHANGE... 6 1.4 WHERE ARE YOU NOW?...
More informationThis page was left intentionally blank.
This page was left intentionally blank. Workforce Planning Model Steps What This Step Accomplishes 1. Define the Scope Determines our focus could be long or short term could be a specific business unit
More informationStrategic Plan 2012-2014 2012-2014. San Luis Obispo County Community College District
Strategic Plan 2012-2014 2012-2014 S Strategic Plan 2012-2014 San Luis Obispo County Community College District San Luis Obispo County Community College District STRATEGIC PLAN 2012-2014 San Luis Obispo
More informationEMPLOYEE CHECKLIST PREPARING CAREER/TRAINING PLAN WORKSHEET
Identification of Personal Goals EMPLOYEE CHECKLIST PREPARING CAREER/TRAINING PLAN WORKSHEET Goal: A goal is something pertinent to your work and career aspirations, such as mastering a skill in your current
More informationGuide to Successful Nonprofit Executive Onboarding
Guide to Successful Nonprofit Executive Onboarding An executive transition is an exceptional moment in an organization s lifecycle carrying with it equal amounts of risk and opportunity. To ensure the
More informationADMINISTRATIVE OFFICER
ADMINISTRATIVE OFFICER Specialty Track Study Guide CAP Pamphlet 205 NATIONAL HEADQUARTERS CIVIL AIR PATROL Maxwell Air Force Base, Alabama NOVEMBER 2015 Table of Contents Page Preface... 3 Training Objectives...
More informationEstablishing an Enterprise Sustainment Training Framework for the Integrated Enterprise Management Program (IEMP)
National Aeronautics and Space Administration Establishing an Enterprise Sustainment Training Framework for the Integrated Enterprise Management Program (IEMP) Bernadette Buzzell Social Media and Customer
More informationThank you for taking the opportunity to participate in this module on Getting Ready for Performance Evaluations.!s you know, the University has
Thank you for taking the opportunity to participate in this module on Getting Ready for Performance Evaluations.!s you know, the University has released a new system wide policy on performance evaluations.
More informationAmerica s SBDC Call for Presentation Guidelines Making Small Business Big Business
America s SBDC Call for Presentation Guidelines Making Small Business Big Business Welcome to America s SBDC call for presentation guidelines. America s SBDC annual conference is the premier professional
More informationONLINE LEVEL ONE UMPIRES COURSE CLUB AND ASSOCIATION FACT SHEET
About the course The Level One Online Umpire s Course has been designed to assist umpires in achieving the necessary skills and knowledge to be an effective umpire and enjoy their officiating role. The
More informationPurchased Care at the Health Administration Center. Managing Feedback
Purchased Care at the Health Administration Center Rocky Mountain Performance Excellence Managing Feedback Setting Priorities for Continued Improvement Agenda Who We Are The process Establish the baseline
More informationAre Employees Needs Being Met by One-on-Ones?
PERSPECTIVES Employee Work Passion: Volume 6 Are Employees Needs Being Met by One-on-Ones? Survey Says NO By Drea Zigarmi, Jim Diehl, Dobie Houson, and David Witt Employees want more meetings with their
More informationPosition Descriptions For GSFC - General Contractor
RFP NNG12418706R Exhibit 18 Position Description 1 Exhibit 18 Position Descriptions for Representative Task Orders and Statement of Work October 2012 Position Descriptions for Representative Task Orders
More informationTraining Update OnePurdue Town Hall Series June 2006. 2006 Purdue University OnePurdue Project 1
Training Update OnePurdue Town Hall Series June 2006 1 Today s Agenda 1 Training Overview: Objectives, Scope, Release 1 Milestones 2 The Training Approach 3 The Course Registration Process 4 A OnePurdue
More informationAmerica s SBDC Call for Presentation Guidelines
America s SBDC Call for Presentation Guidelines Welcome to America s Small Business Development Center (SBDC) call for presentation guidelines. The conference provides professional development to our national
More informationDeveloping Applications in. Stakeholder Session February 23 and 25, 2016
Developing Applications in TrAMS Stakeholder Session February 23 and 25, 2016 Session Overview What information must be provided in your application. The concept of a project and different ways to structure
More informationNew Glasgow, NS, Canada Toll-free:1-877-610-3660 Phone: 001-902-695-3660 Fax: 1-877-610-3661 Fax: 001-902-695-3661
Talent Management Sample Corporate Training Materials All of our training products are fully customizable and are perfect for one day and half day workshops. You can easily update or insert your own content
More informationBuilding an Effective Email Migration Communication Plan
Building an Effective Email Migration Communication Plan Contents Building an Effective Email Migration Communication Plan... 3 Identify Your Key Stakeholders and their Communication Objective... 3 Determine
More informationVA Data Security Training
VA Data Security Training Each person involved in the research protocol is required to take the following training modules: 1) Information Security 201 for Research and Development Personnel 2) VA Cyber
More informationInformation Technology Project Oversight Framework
i This Page Intentionally Left Blank i Table of Contents SECTION 1: INTRODUCTION AND OVERVIEW...1 SECTION 2: PROJECT CLASSIFICATION FOR OVERSIGHT...7 SECTION 3: DEPARTMENT PROJECT MANAGEMENT REQUIREMENTS...11
More informationFBISD Performance Management Playbook
FBISD Performance Management Playbook Table of Contents Table of Contents. 2 Introduction... 3 Layers of Performance 3 The FBISD Performance Cycle... 4 Components of the FBISD Performance Cycle.. 4 Performance
More informationProject Management Career Path Plan
Agency Name Project Management Plan Start Introduction This tool was designed to provide individuals with the information they need to develop along the Project Management track within the Agency. This
More informationPerformance Planning And Evaluation A guide for employees, supervisors and managers
THE LIVE IT EVERY DAY Performance Planning And Evaluation A guide for employees, supervisors and managers 1 INTEGRITY We live Integrity by Telling the truth. Being consistent. Doing the right thing even
More informationCOST/FUNDING SOURCE: $549,050/FY2014 and FY2015 Uniform Rate
AGENDA ITEM C3 DATE: April 7, 2014 TO: FROM: SUBJECT: Matt Jordan, General Manager Charles H. Carden, Chief Operating Officer Computerized Maintenance Management System Implementation Services Award Contract
More informationPerformance Management Guide For Managers
Performance Management Guide For Managers This guide applies to employees who are not covered by a collective bargaining agreement or for whom the agreement contains no provision regarding this subject.
More informationBECOME AN AGILE ORGANIZATION
1 CHANGE MANAGEMENT 2 ASSESS CHANGE READINESS BECOME AN AGILE ORGANIZATION CREATE A CHANGE MANAGEMENT PLAN IMPLEMENT THE PLAN CHANGE MANAGEMENT STAGES The process of working through these four stages can
More informationWorkforce Readiness. HR Makes A Difference Project 2010
Hello Ohio SHRM Chapter leaders, We are so happy to see the Enterprising Leadership project HR Makes A Difference come to a close for us, and provide a beginning for you and your chapter. We have worked
More informationLMI Aerospace PROJECT MANAGEMENT PLAN ACCESS REQUEST PROCESS IMPROVEMENT FEBRUARY 7, 2012
PROJECT MANAGEMENT PLAN ACCESS REQUEST PROCESS IMPROVEMENT FEBRUARY 7, 2012 TABLE OF CONTENTS INTRODUCTION... 2 PROJECT MANAGEMENT APPROACH... 2 PROJECT SCOPE... 2 MILESTONE LIST... 2 SCHEDULE BASELINE
More informationSTRATEGIC TRAINING PLAN
STRATEGIC TRAINING PLAN INTRODUCTION This training plan will be utilized by all Compliance and Enforcement programs in the formation, implementation, and ongoing tracking of all training and outreach provided
More informationHow To Write A Workforce Strategy
Inspiring leaders to improve children s lives Building and implementing an effective local workforce strategy Module 4: project managing the workforce strategy development process August 2010 Resource
More informationCONDUCTING EFFECTIVE PERFORMANCE APPRAISALS
Table of Contents SECTION 1. TRAINING PROGRAM INTRODUCTION..................3 Training Objectives...........................................3 Rationale for Training.........................................3
More informationCHANGE MANAGEMENT for Continuous Improvement. Guidance Document
CHANGE MANAGEMENT for Continuous Improvement Guidance Document Change Management for Continuous Improvement Table of Contents Purpose...page 2 An Overview...page 3 Process Chart...page 4 Process Flowchart...page
More informationTESS and LEADS History
TESS and LEADS History The ADE is pleased to provide information on upcoming TESS and LEADS s for all levels of teachers and leaders to continually improve their understanding and implementation of the
More informationHow To Be A Successful Supervisor
Quick Guide For Administrators Based on TIP 52 Clinical Supervision and Professional Development of the Substance Abuse Counselor Contents Why a Quick Guide?...2 What Is a TIP?...3 Benefits and Rationale...4
More information10 Steps Process to your LMS
Implementing an Learning Management System 10 Steps Process to your LMS CapitalWave Inc. White Paper September 2010 1 Table of Contents: LMS Steps 1 4: Analysis Training Department Analysis The Vendor
More information