Developing and Evaluating Employees
1. Promote and expand staff training and continuing education.
Management should fund staff training and continuing education and clearly communicate the policies for use and reporting requirements. Supervisors should be made aware of their respective lab policies and their responsibility to ensure that employees are adequately trained for their current job requirements.
Management should publicize and promote opportunities for professional training and continuing education on the employee benefits website, and in new employee orientation. HR should continue to work with internal professional groups to expand employee training and continuing education as resources permit.
The UCAR HR website should advertise the types of training and continuing education that are available to employees, and the procedures to follow to obtain such training.
Training of Managers and Directors
UCAR/NCAR management should continue to support leadership programs that meet the organization’s needs for future talent, especially considering that a significant percentage of senior executives and middle managers will be eligible for retirement over the next decade.
LA (Leadership Academy - http://www.fin.ucar.edu/hr/leadership_academy/index.html) and ELP (Executive Leadership Program - http://www.fin.ucar.edu/hr/elp_webpage/) are intense training programs that require a significant time commitment. NCAR and UCAR management should explore additional forums such as comprehensive Web-enabled development tools that provide online training on a 24/7 basis. An example is NOAA’s Commerce Learning Center, which hosts a variety of courses and services through the NOAA Workforce Management Office. It may be possible to tie into already existing management tools.
NCAR management should continue the Leadership Assessment and Development (LAD) process—surveying direct reports and colleagues for feedback on supervisors’ strengths and areas for additional work. Career coaching and professional development should be incorporated into the follow-up to the LAD. Feedback from employees should be obtained regularly on the performance of managers and leadership to further develop and fine-tune management skills.
2. Tie performance appraisals to other management systems.
Performance appraisals should be linked to other important management systems including pay and rewards, employee development, promotions, mentoring, employee recognition, and succession planning.
3. Continue to emphasize employee recognition.
UCAR should ensure that its employee recognition and rewards policies and practices continue to be part of the UCAR culture to support the organization’s goals and mission and are communicated to all staff. Supervisors should be well trained in the application of these policies.
4. Plan for succession.
Management should continually assess whether critical areas need to be strengthened to ensure continued operation if key staff leave the organization. Talented and interested staff need to be provided with opportunities to gain experience in key positions.