| • Initiative: Promote allocation of resources for staff training (VI.1.) |
| What is it? |
When is it? |
Why is it important? |
| Ask vice chancellors and their departments to earmark adequate funding for staff development activities. |
Initial concept discussions have taken place, but no firm date for completion at this time |
Given budget constraints, the feasibility for initiating this program at this time is under review. |
| • Initiative: Articulate campus values and standards re: training and professional development (VI.2.) |
| What is it? |
When is it? |
Why is it important? |
| Appoint a committee to draft a values statement and communicate values to campus. |
Implemented |
The values statement conveys UCSD’s commitment to learning and professional development. |
| Incorporate the values into campus orientation and training materials. |
Implemented and ongoing |
Publishing and disseminating the Values for Learning and Professional Development through a variety of avenues makes them part of the fabric of the organization and support faculty and staff in practicing them. |
| • Initiative: Implement best practices in training approaches (VI.3.) |
| What is it? |
When is it? |
Why is it important? |
| Adopt the integrated learning model. |
Implemented and ongoing |
Staff Education and Development integrates Blink (knowledge sharing), online learning, classroom learning, and coaching and mentoring in the design and delivery of its courses and programs, thus creating an approach with varied and complementary avenues for employee learning. |
| Train the trainers. |
Implemented |
Campus trainers received instruction and supporting resources for enhancing their classroom offerings through integrating varied avenues of learning. |
| Advocate an integrated learning model within individual staff performance appraisal plans. |
Implemented and ongoing |
Supervisors are oriented to different avenues of learning for employee performance development through the Performance Management course. |
| Communicate expectations for staff development plans. |
Implemented and ongoing |
This initiative communicates to supervisors and managers the expectation for their use of performance development plans with new and existing employees. |
| • Initiative: Enhance marketing of training and development opportunities (VI.4.a.) |
| What is it? |
When is it? |
Why is it important? |
| Provide information to managers and new hires re: training requirement and options. |
Implemented and ongoing |
Hiring-supervisors and employees newly appointed to work at UCSD receive information about pertinent training and development opportunities to help employees be successful in their new positions. |
| Establish listserv to target specific groups. |
Implemented |
Listservs promote the marketing of learning opportunities to particular interest groups (e.g., supervisors, trainers) |
| Develop other avenues for dissemination of information (e.g., forums, publications). |
Implemented and ongoing |
Information sessions and forums provide the opportunity to demonstrate tools, such as Professional Development: A Resource for You, for accessing information about training and professional development, and provide an important avenue for dialogue with clients. |
| • Initiative: Develop Web-based modules for campus-specific training (VI.4.b.) |
| What is it? |
When is it? |
Why is it important? |
| Create integrated program of Blink-based work-related training. |
Implemented and ongoing |
Online training is easily accessible, convenient, and cost effective. |
| • Initiative: Host on-campus learning expo events (VI.4.c.) |
| What is it? |
When is it? |
Why is it important? |
| Develop a learning expo event to provide a forum for staff to learn about available resources. |
Implemented and ongoing |
People Expo connects UCSD staff with a world of learning for important career, professional development, and work/ life opportunities. |
