Workplace
Success Stories - Best Practices 2002
Recognition
Strategies for a Diverse Workforce
|
Practice
Name: Employee Development Program |
Workplace
Issues Addressed: |
Description
of the practice
This
multi-level program encourages employees to seek opportunities
to improve job performance, learn new techniques or technologies,
increase career advancement opportunities, or explore personal
interests. An employee writes: "The flexibility and time off provided
by the program, as well as the flexibility of the program to allow
for career development that is not a 'degree program,' makes the
Employee Development Program special."
Benefits
of adopting the practice
Internal
promotion and retention of department employees; a greater sense
of loyalty and devotion to the department, management, and staff/co-workers
are some of the benefits. Employees are more self-assured in their
presentation, writing, and communication skills. This practice
meets the needs of a diverse workforce in the following ways:
One component is designed to orient new employees. Another component
allows for employees to participate in degree/certificate programs
or other career related activities; another component allows employees
to custom design a development plan related to their personal
interests & goals.
How
this practice works
Strong
senior management support and encouragement, encouragement and
recommendations from supervisors are all needed. Funding is needed
to contribute toward the employee's payment of tuition and fees,
the payment of books, travel expenses, and release time from work
What
you need in place to replicate this practice
Strong
management support and funding. Flexible policies that support
release time from work and authorized leave without pay.
Tangible
improvements to the department as a result of adopting this practice
The
department acquires employees with the education, background,
and skills that can be transferable to the current workplace and
toward promotion or placement in other areas of employment. There
is improved job performance, the introduction of new techniques
or technologies, and increase in career advancement opportunities
or those that are of personal interest to the employee.
Most recently, through the support and encouragement of the department, one employee received a BA in Sociology and another received a BA in Psychology; both have moved onto jobs that warranted a promotion and counseling positions versus former clerical and administrative positions in the department.
Why
this practice was so successful and is worth replicating
The
combination of strong management support, encouragement, and recommendations
from supervisors have allowed this program to be successful. The
department's contribution toward the employee's payment of tuition
and fees, the payment of books, travel expenses, release time
from work, and authorized leave without pay within the maximum
reimbursement allowances, and authorized leave without pay within
the maximum reimbursement allowances have also allowed this program
to work.
Related policies/guidelines:
(1)
Policy
50: Professional Development.
(2) Policy 51: Reduced Fee
Enrollment.
(3) Guide
to Managing Human Resources, Chapter 11: Employee Development
Training.