Training for ODE Employees - Administrative Memorandum #A89-1

July 19, 1989


Administrative Memorandum #A89-1 


Training for ODE Employees


The purpose of this memo is to clarify for all ODE employees the 
purpose and principles of government-sponsored training.


As a component of CDRH, FDA, HHS, and the overall federal 
government, ODE takes direction from many sources.  I will be 
quoting directly from their policy issuances on the particulars of 
training principles, but I also would like to state at the outset of 
this memo ODE's philosophy on employee training:


     ODE management encourages all employees to pursue training and 
     development opportunities.  It is through the growth and 
     improvement of our individual parts -- our employees -- that we 
     as an organization will grow and improve.  To the extent 
     possible, ODE will support training initiatives that are job- 
     related and compatible with organizational goals.    
     
PURPOSE OF TRAINING 


Some principles to guide managers and supervisors in the purposes and 
effective use of training have been identified in a DHHS formal policy 
announcement (7/10/87): 


      "Training should be targeted and developed in response to 
      identified organizational and individual needs, and clearly 
      linked to achievement of organizational and performance 
      objectives.
      
      Planning for training, including needs assessment, 
      identification of priorities, and evaluation, is critical to 
      assure maximum results from limited resources for training.
      
      Training requirements should be identified in the initial stages 
      of planning to: (1) establish and achieve organization 
      objectives, (2) establish new program directions, (3) implement 
      new policies, and (4) incorporate new technologies in the 
      workplace."
      
TRAINING PRIORITIES

Establishing training priorities is necessary when decisions regarding 
resource utilization are made.  An organization must evaluate its 
needs and requirements as well as those of its employees.  HHS 
Instruction 410-1 lists some general factors which should be included 
in establishing training priorities:

   The immediacy of individual and organizational training needs;
   
   The need to solve pressing management problems by conducting     
   appropriate training;
   
   The demand for new or emerging programs which require staff     
   training for effective implementation; 
   
   The need to correct performance deficiencies; and
   
   The need to keep abreast of important new technological         
   developments. 
   
CRITERIA FOR APPROVING TRAINING

While keeping in mind the overall training priorities listed above, 
supervisors and employees should examine individual training requests 
with the following factors in mind:  (from HHS Instruction 410-1)

   1.  The job relatedness of the training;
   
   2.  The employees' need for training;
   
   3.  The employees' potential for advancement;
   
   4.  The extent to which employees' performance (knowledge, skills,     
   and abilities) is likely to be improved by training; 

   5.  The employees' ability to pass the training benefits on to     
   others upon return to the job;
   
   6.  The length of time and degree to which the Office expects to             
   benefit from the employees' improved knowledge, skills,             
   abilities, and performance;
   
   7.  Training opportunities previously afforded employees by the   
   organization; and
   
   8.  Employees' interest and effort in improving their work. 
   
FDA elaborates further on criteria for approving employee training.  
In FDA Staff Manual Guide 3120.4 it is stated: "Before nominating an 
employee for training, the supervisor must ensure that such training 
is essential to the fulfillment of the organizational mission.  The 
following criteria are to be applied in selecting nominees:

      There is a clear need in the administration of the FDA Program 
      for the knowledge, skills, and abilities that are expected to 
      result from the employee's participation in the recommended 
      training.
      
      The recommended training should be the most economical and 
      advantageous method of acquiring such knowledge, skills, and 
      abilities.
      
      The employee has a definite need for the specific training 
      outlined in the training program.
      
      The proposed training should be related to the employee's 
      present duties or to those which he could reasonably be expected 
      to perform in the future in his present job or another job at 
      the same or higher level in his normal career progression."
      
SELECTION OF TRAINING INSTITUTIONS

Before approval can be granted for training requests, the criteria as 
stated in HHS Instruction 410-1 for selection of the training site 
must be considered: "Required training may be conducted utilizing 
either Government or non-Government facilities, but non-Government 
facilities will be used only when the training cannot be more 
economically or effectively obtained through HHS or interagency 
sources."

In addition to the preference for Government facilities over 
non-Government facilities, ODE will give funding priority for training 
at the least expensive site that is feasible.

LEAVE STATUS DURING TRAINING

Occasionally, training may occur during an employee's regular duty 
hours, but most training will be during non-duty hours.  This latter 
form of training --- during non-duty hours --- shows the employee's 
willingness to invest some extra part of himself/herself into the 
training experience.  ODE will give special consideration to funding 
that training.

Training during duty hours will be limited and requests will be 
reviewed carefully on a case-by-case basis.

TRAINING PLANS

Many employees have received most of the formal academic training that 
they and their supervisors believe is necessary for them to execute 
their duties satisfactorily.  These employees may wish to upgrade 
their knowledge and skills by attending conferences, seminars, 
workshops, meetings, etc. and by taking occasional refresher courses.

Other employees may be relatively new to the job or they are in the 
process of acquiring new skills for improving their performance or 
enhancing their advancement possibilities.  These employees should 
work with their supervisors in mapping out a course of training that 
would be beneficial both to the organization and the individual.  
There are several formats that can be used to aid in this procedure:

   1. One Year Individual Training Plan  -  This plan is helpful in 
      organizing into an informal written format the employee's needs 
      and objectives and the possible sources for realizing them.

   2. Two Year Individual Training Plan  - Same as above.

Both of the above Training Plans do not guarantee that all projected 
training will be provided; their function is to identify appropriate 
training needs.

   3. Academic Training Plan  -  This plan is a formal academic 
      training plan that is used for those employees following a 
      course of study at one institution.  Often, the training 
      proposed will result in the employee acquiring a degree.  

The participant in an Academic Training Plan is not ensured the cost 
of the education proposed even though the requirement for listing the 
total costs and for obtaining supervisory approvals up to and 
including the Center Director may lead one to believe the organization 
has agreed to "foot the bill".  These plans will be given due 
consideration when dispersing training funds, but it may not be 
possible for ODE to fund all the courses proposed on the plan.  
Employees should keep this in mind if they are working within the 
constraints of a university time frame and their own prospects for 
financing the course.

While not meaning to discourage employees from following this route in 
achieving career objectives, it is important for management to take a 
realistic approach in dispersing its current resources while keeping 
in mind its future priorities and how the organization stands to 
benefit from that particular employee's extensive training.  Also, in 
times of budget reduction it may not be equitable to spend such large 
amounts on one employee.      

In addition to what already has been mentioned as necessary factors in 
considering eligibility for government-sponsored training, the 
following criteria apply for an ODE-sponsored Academic Training Plan:

     The employee should have worked within the Center for at least 
     two years and of that time, with ODE for at least one year;
     
     The employee should be a highly valued employee whose past 
     performance has led management to believe its investment in 
     him/her is justified because of potential future benefits to the 
     organization;
     
     After completing the specified training, the employee should be 
     willing to stay with CDRH for a period of time at least equal to 
     the amount of time covered in the training plan.
     
Any employee who wishes to be considered for participation in an 
Academic Training Plan should discuss it with his/her supervisor who 
will then need to obtain verbal approval up the supervisory chain to 
the Office Director level.  This must be done before the employee 
seeks written approval on his proposed coursework (i.e. submits his 
proposal in the format of an Academic Training Plan).

EMPLOYEE RESPONSIBILITY

The employee who is receiving government-sponsored training is 
responsible for attending the class(es) and performing the required 
course work.  If an employee drops a course that is sponsored by ODE, 
the employee will then assume the responsibility for the entire cost 
of the course or any portion of the cost not refunded to FDA. 

MISCELLANEOUS TRAINING INFORMATION

Information on how to prepare and submit training forms, answers to 
many miscellaneous training questions, and copies of training plan 
forms can be found in the CDRH Employee Development Handbook.  A copy 
of this book is in the PMO Office.  Also, the PMO Office can provide 
you with information on available training courses and help you with 
other questions you may have.

At the end as in the beginning of this memo, I want to restate that 
the ODE philosophy has been and will continue to be one that is very 
supportive of the training and development of its employees.  I 
encourage all of you to seek the opportunities and rewards of self 
development through training.  Each one of you possesses a unique 
blend of skills, knowledge, and abilities that is combined with your 
personality, interests, and preferences.  ODE is fortunate to have you 
as an employee.  Through training we hope to maximize your development 
and utilization to meet the Office's and the Center's organizational 
goals.