Description
For employees within a Department or work unit. Program would shift employees to another assignment for a defined period of time to expose them to a broader view of the organization. This would give employees the opportunity to develop additional skills and knowledge.
It would familiarize employee with other operational aspects of City functions. Additionally, employees will have an opportunity to work with other supervisors and workgroups to examine their SOP’s. Rotational assignments can increase bench strength through employees who have been exposed to a broader array of experiences. As current leaders retire the pool of employees prepared to compete for promotions is deeper and broader.
Target audience
Employees with a strong desire to enhance their leadership abilities and supervisors who are assisting in preparing Individualized Development Plans for their employees.
Time frame - Time frames vary from a period of one to three months.
Format
The simplest way to begin would be by identifying two employees who had the interest in broadening their experience and arrange for them to exchange roles for a defined period of time. Supervision and coaching would be critical to the success of the rotational assignment.
Another approach would be to make rotational assignments part of the permanent work environment. For example, in the parks and recreation department the recreational center directors may be assigned to different locations.
Primary lead partner
Supervisors with the desire to prepare their employees and strengthen their work units.
What’s happening now and what’s needed?
The Department of Parks and Recreation will be initiating a program in January of 2007.
For additional information and to contribute ideas and energy
Contact:
Ruben.Wall@durhamnc.gov 560-4270 x 25
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Cross Training
Description
Cross training within work units is critical to the ongoing success of the organization. Cross training can be informal from employee to employee or formal through a scheduled training event.
Organizational benefits include employees who are more engaged at work because they continue to learn. Employees have opportunities to demonstrate leadership skills by teaching others. Recipients of cross training have an opportunity to broaden their individual skill sets.
Target audience - All employees within work units citywide.
Time frame
Cross training should be implemented on a continuous basis with particular emphasis on specialized training days as needed.
Format
Cross training can be done in one-on-one sessions, small groups or entire work units.
Primary lead partner - Managers and Frontline Supervisors.
What’s happening now and what’s needed?
Informal cross training is occurring across the organization. Identification of successful programs and finding ways to share this information would improve this training component within the organization.
For additional information and to contribute ideas and energy
Contact:
Vickie.Atkinson@durhamnc.gov 560-4222 x 225
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Apprenticeship
Description
The apprenticeship program formulated by the North Carolina Department of Labor has been called the other four year degree. This is a hands-on technical proficiency program for current employees to increase their skill set. The DOL is willing to partner with departments to create specialized programs to increase capacity and prepare for transition of filling positions of retiring employees.
See
http://www.nclabor.com/appren/appindex.htm
The City’s Department of Solid Waste Management, Police, Fire, Public Works and 911 all have apprenticeship programs. All programs are NC Department of Labor approved. Veterans who have not used their VA education benefits may be eligible for a stipend in some situations.
Target audience
Departments who want to create a systematic training regimen to improve the technical competencies of their employees.
Time frame
Completing all the elements of an approved apprenticeship program can take several years and require from 2,000 to 10,000 hours to complete.
Format
Specific elements of apprenticeship programs include training, teaching and demonstrating mastery of specific job functions.
Primary lead partner - Organizational Development, City Manager’s Office
What’s happening now and what’s needed?
Other Departments or Divisions within Departments with existing apprenticeship programs should identify areas where they would like to see demonstrated standards for technical mastery.
For additional information and to contribute ideas and energy
Contact: Contact:
Jay.Reinstein@durhamnc.gov 560-4222 ext. 226
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Job Shadowing
Description
Job Shadowing is an opportunity for an employee to follow a Department Director or other senior manager for a period of time to observe the daily activities of senior management. The benefit of this opportunity is for employees to explore ways in which their daily roles tie into the larger strategic activities of the organization. It allows employees to explore whether this is a career path they would like to pursue.
Target audience - Employees with a strong desire to enhance their leadership abilities
Time frame
Job Shadowing could occur at any time. The duration is typically very short term (one day or one week).
Format
The manager and employee collaborate to develop a schedule for shadowing on a case by case basis.
Primary lead partner - Senior leaders within our organization.
What’s happening now and what’s needed?
This idea needs a sponsor. Individual department Directors and other senior leaders could make this opportunity available at any time. Employees who are interested should ask their department directors and other leaders what opportunities exits. Another idea is to specifically identify a job shadowing week and invite interested employees to participate.
For additional information and to contribute ideas and energy
Contact:
Vickie.Atkinson@durhamnc.gov 560-4222 x 225
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Developmental Assignments
Description
Developmental assignments are opportunities for individuals currently employed by the organization to spend a specific amount of time in another department to complete specific projects. Alternatively they may be filling in for an employee who is absent from work for a specified duration.
Target audience
Employees with a strong desire to experience the work responsibilities in another position.
Time frame
Developmental assignments typically last for a period of several months
Format
Developmental assignments are typically advertised through allusers e-mails. There is an application process.
Primary lead partner - Durham First Task Team and HR
What’s happening now and what’s needed?
Departments should consider creating specific Developmental Assignments opportunities based on their current needs and staffing. Since the “loaning” department continues to pay the employee’s salary, these positions are sometimes difficult to fill. Identifying resources for this program would help it expand.
For additional information and to contribute ideas and energy
Contact:
Virginia.Jones@durhamnc.gov 560-4157 x25
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Municipal Exchange Program
Description
Municipalities are continually striving to adopt best practices through benchmarking studies. While these research projects provide top line comparisons, functions of cities are becoming increasingly more complex. Hands on experience though embedding an employee of one municipality in another would give both parties an opportunity to interact through a longer term dialogue.
Target audience
High potential employees within the organization with a strong desire to enhance their leadership abilities.
Time frame
The municipal exchange program would be for a longer duration for instance a term from six months to a year.
Format
The employee would experience an array of activities in another municipality and could be located in one department or float among several departments.
Primary lead partner - Organizational Development, City Manager’s Office
What’s happening now and what’s needed? - This idea needs a sponsor.
For additional information and to contribute ideas and energy
Contact:
Vickie.Atkinson@durhamnc.gov 560-4222 x 225
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