TRAINING PLAN
Date
Division
This training plan will assist with onboarding of new employees and aid
existing employees with the development of critical skill sets in alignment
with our organization’s strategic goals.
Training Plan
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Table of Contents
INTRODUCTION……………………………………………………………………………………… .. Page 2
ORGANIZATION CHART FOR THE DIVISION……………………………….……………………… .. Page 2
SKILL SETS FOR STAFF…………. …………………………………………………………………… .. Page 3
TRAINING PROGRAM ………………………………………………………………………………… Page 9
ORIENTATION FOR STAFF/DESK TRAINING………………………………………………… .. Page 11
FORMAL TRAINING BY SKILL SET……………………………………………………………… Page 13
TRAINING SCHEDULE, PREREQUISITES, AND DESCRIPTIONS………………………………… Page 16
HUMAN RESOURCES CERTIFICATIONS/MEMBERSHIP ORGANIZATIONS (OPTIONAL)……………. Page 16
CERTIFICATIONS………………………………………………………………………………. Page 16
ORGANIZATIONS……………………………………………………………………………... Page 16
ATTACHMENTS………………………………………………………………………… ...……………
ORGANIZATIONSTRATEGIC PLAN………..……………………………………………………… Tab 1
DIVISION STRATEGIC PLAN……………………………………………………………………… Tab 2
WORKFORCE PLAN………………………………………………………………………… Tab 3
AUTHORITY………………………………………….………………………………………… Tab 4
ORGANIZATION CHART………… ..………………………………………………………… Tab 5
TRAINING REQUEST PROCEDURES & FORMS………………………………………………… Tab 6
COURSE CATALOG……………………………………….…………………………………… Tab 7
MANAGEMENT LEVEL TRAININGS & DESCRIPTIONS……………………………………….… Tab 8
ANALYST LEVEL TRAININGS & DESCRIPTIONS…………………………………………….…. Tab 9
(Year 1, Year 2, and Year 3)
TECHNICIAN LEVEL TRAININGS & DESCRIPTIONS………………………………………….… Tab 10
CLERICAL LEVEL TRAININGS & DESCRIPTIONS…………………………………………….…. Tab 11
Training Plan
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Training Plan
D I V I S I O N
INTRODUCTION
[Include information about the organization and the division – link to Strategic Plan]
[Explain alignment with workforce planning efforts]
[Explain what this training plan reinforces]
[List classifications utilized in the division]
ORGANIZATION CHART FOR THE DIVISION
[Describe various programs within the division – link to organization chart]
SKILL SETS FOR DIVISION STAFF
A skill set is an individual’s range of skills or abilities that connect to a particular job. The following
describes the expected level of proficiency for staff. The skill sets were identified based on the body of
work performed ranging from the management, analyst, technician, and clerical level.
CLERICAL LEVEL
Adaptability: Flexible to and works well with a variety of situations, individuals and groups. Openness to
different and new ways of doing things; willingness to modify one’s preferences.
Solution Mindset: Approaching a solution by using a logical, systematic, sequential approach to problem
solving.
Collaboration: The ability to develop, maintain, and strengthen relationships while working together to
achieve results.
Communication: The ability to effectively listen, write, and present information in diverse situations.
Digital Fluency: The use of technology in the performance of one’s job. Includes the integration and
acceptance of new technology when appropriate.
Fostering Diversity: Promotes an inclusive workplace where individual differences and perspectives are
respected and leveraged to achieve organizational goals.
Innovative Mindset: Demonstrates curiosity, develops new insights, considers creative approaches and
applies novel solutions.
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Interpersonal Skills: Extent to which an individual gets along and interacts positively with co-workers.
Degree and style of understanding and relating to others.
Professional Credibility: Displays honesty, integrity, and self-control.
Resilience: A persistent ability to do the job, remain optimistic and overcome challenges.
Conscientiousness: Dependable, reliable, provides attention to detail, and completes assignments on
time.
Customer Focus: The ability to identify and respond to current and future customer needs. The ability to
provide excellent service to internal and external customers.
TECHNICIAN LEVEL
Adaptability: Flexible to and works well with a variety of situations, individuals and groups. Openness to
different and new ways of doing things; willingness to modify one’s preferences.
Solution Mindset: Approaching a solution by using a logical, systematic, sequential approach to problem
solving.
Collaboration: The ability to develop, maintain, and strengthen relationships while working together to
achieve results.
Communication: The ability to effectively listen, write, and present information in diverse situations.
Digital Fluency: The use of technology in the performance of one’s job. Includes the integration and
acceptance of new technology when appropriate.
Fostering Diversity: Promotes an inclusive workplace where individual differences and perspectives are
respected and leveraged to achieve organizational goals.
Innovative Mindset: Demonstrates curiosity, develops new insights, considers creative approaches and
applies novel solutions.
Interpersonal Skills: Extent to which an individual gets along and interacts positively with co-workers.
Degree and style of understanding and relating to others.
Professional Credibility: Displays honesty, integrity, and self-control.
Resilience: A persistent ability to do the job, remain optimistic and overcome challenges.
Conscientiousness: Dependable, reliable, provides attention to detail, and completes assignments on
time.
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Customer Focus: The ability to identify and respond to current and future customer needs. The ability to
provide excellent service to internal and external customers.
ANALYST LEVEL
All level skills sets identified above and …
Verbal Communication: As a statewide expert and spokesperson for a major personnel management
area, prepare and verbally present personnel-related issues/problems, communicate policies and
positions to state government officials such as department Human Resources offices, Department of
Finance, Governor's Office, legislature, etc. Address issues that affect all employees or significant
numbers of employees and/or which may involve a change of broad personnel management policy.
Written Communication: Prepare written memoranda including allocation analyses, classification
proposals, salary analyses, executive summaries, issue and discussion papers, out-of-class assignments,
responses to inquiries from inside and outside of state service, legislative bill analyses, and other forms of
written communication adapting to accepted document format, terminology, and grammatical
presentation. Prepare management memos which present policies and positions to stakeholders.
Analytical Skills: The ability to approach a problem by using a logical, systematic, sequential
approach. Prepare or conduct review of classification proposals for establishment of departmental
classes, revision of established classes and series including revision to minimum qualifications and
knowledge and abilities; work with Labor Relations to set salaries for individual classes which have
easily identifiable comparisons; conduct other analyses with commonly accepted examples and
comparisons. Prepare or conduct review of CEA and/or Exempt proposals with known comparisons and
well-defined organizational placement. Assess out-of-class claims for classes with establishing allocation
criteria and well-defined organization placement. Prepare salary analyses considering comparisons
which are known and available. Address service-wide and statewide issues which involve change or
modification of personnel management policy. Assume responsibility for development of new and
innovative statewide projects and programs employing team and quality processes.
Consulting Skills: Provide information and support to departments. Identify and provide appropriate
citation of applicable law, rule, policy or procedure for situation. Incumbents generally support higher
level staff by developing and providing information regarding the application of policy.
Interpersonal Skills: Establish and maintain effective working relationships with department directors,
department Human Resources staff, agency level managers, and staff, including Executive Staff
Technical Skills: Independently develop and implement statewide personnel procedures, policies, and
program alternatives. Technical competence is demonstrated by the reputation and authority that the
incumbent possesses. Incumbents are considered experts in particular fields of the personnel
management program.
Creative Thinking and Problem Solving Skills: Provide innovative solutions to current issues. Creative
thinking and problem solving skills are well developed at this level. The creative thinking and problem
solving results impact the direction and scope of state personnel management. New innovative
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approaches to personnel management and civil service reform are examples of the results of creative
thinking and problem solving skills exercised at this level.
Organizational Awareness: Possess detailed knowledge and understanding of state management
personnel and various players in the political arena. Know and understand their role, power, and
influence. Exercise influence and/or provide information to effectively address major issues of concern.
Leadership Skills: Serve in a team or project leader capacity for major complex personnel management
projects which define the direction of the state's personnel management program.
Results-Driven: Focusing efforts to efficiently achieve measurable and customer-driven results consistent
with the organization’s mission, goals, and objectives.
MANAGEMENT LEVEL
Analyst level skills sets identified above and …
Change Leadership: The ability to manage, lead, and enable the process of change and transition while
helping others to deal with their effects.
Communication: The ability to listen to others and communicate in an effective manner. The ability to
communicate ideas, thoughts, and facts in writing. The ability/skill to use correct grammar, correct
spelling, sentence and document structure, accepted document formatting, and special literary techniques
to communicate a message in writing.
Conflict Management: The ability to prevent, manage, and/or resolve conflict.
Decision Making: The ability to make decisions and solve problems involving varied levels of complexity,
ambiguity, and risk.
Developing Others: The ability and willingness to delegate responsibility, work with others, and coach
them to develop their capabilities.
Ethics and Integrity: The degree of trustworthiness and ethical behavior of an individual with
consideration for the knowledge one has of the impact and consequences when making a decision or
taking action.
Fostering Diversity: The ability to promote equal and fair treatment and opportunity for all. The ability
to effectively promote equal opportunity in employment and maintain a work environment that is free of
discrimination and harassment. The ability to demonstrate the knowledge of a supervisor’s responsibility
for promoting equal opportunity in hiring and employee development and promotion.
Interpersonal Skills: The ability to get along and interact positively with coworkers. The degree and style
of understanding and relating to others.
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Personal Credibility: Demonstrating concern that one be perceived as responsible, reliable, and
trustworthy.
Planning and Organizing: The ability to define tasks and milestones to achieve objectives, while ensuring
the optimal use of resources to meet those objectives.
Team Leadership: The ability to effectively manage and guide group efforts. This includes providing the
appropriate level of feedback concerning group progress.
Thoroughness: The ability to ensure that one’s own and other’s work and information are complete and
accurate. The ability to carefully prepare for meetings and presentations. The ability to follow up with
others to ensure agreements and commitments have been fulfilled.
Vision and Strategic Thinking: The ability to support, promote, and ensure alignment with the
organization’s vision and values. The ability to understand how an organization must change in light of
internal and external trends and influences.
Workforce Management: The ability to effectively recruit, select, develop, and retain competent staff;
includes making appropriate assignments and managing staff performance.
Business Acumen: Understands and demonstrates sound judgment, fiscal competence, and
organizational business knowledge to optimize the quality of operations and services.
Influence/Negotiate: Develops networks and builds alliances; collaborates across boundaries to build
strategic relationships and achieve common goals. Persuades others; builds consensus through give and
take; gains cooperation from others to obtain information and accomplish goals.
Inspirational Leadership: Energizes and creates a sense of direction and purpose for employees and
excitement and momentum for change. Creates a positive work environment; offering clarity around
goals and objectives and ensuring that those who are led work collaboratively to achieve results.
Stewardship: Focuses on being responsible and accountable for managing resources well, choosing to
use power and control to serve the long-term collective good of the public. Places public interests above
self-interests and focuses on the larger purpose or mission of the organizations.
Talent Management: The effective recruitment, selection, development, and retention of competent staff.
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TRAINING PROGRAM
The Training Program is divided into two categories:
1. Orientation/Desk Training – To mentor and assist new employees with day-to-day functions of the
job including desk manuals and familiarize them with the roles and responsibilities of the department
and the division.
2. Formal Training By Skill Set – To strengthen specific skill sets as they relate to the core work
performed. These training courses were identified based on their alignment with the skills sets
identified above. A description of each category is listed on the following pages. Note, staff will
need to discuss their personal training plan with their supervisor to determine which trainings are
needed. Please refer to the Training Request Procedures & Forms section (Tab 6) and Course
Catalog (Tab 7).
CLERICAL LEVEL (Refer to Tab 11)
Effective Business Writing
Effective Interpersonal Communication
Excel Level 1
Excel Level 2
Grammar for Professional Documents
Writing Excellent Letters, Memos, and E-mails
TECHNICIAN LEVEL (Refer to Tab 10)
Effective Business Writing
Effective Interpersonal Communication
Excel Level 1
Excel Level 2
Grammar for Professional Documents
Interaction Success
Introduction to Analytical Skills
Writing Excellent Letters, Memos, and E-mails
ANALYST LEVEL (Refer to Tab 9)
The analyst level courses are divided by tenure in the division. Generally, 3+ years in the division is
considered the advanced analyst level. Assessment of background and experience determines the
types of projects analysts are tasked with. Typically, in the first year analysts may be learning about
the division and procedures on completing regular assignments, requests, inquiries, and may also
provide some level of support to project teams. In the second year, analysts are becoming familiar
with the roles and responsibilities of the division, completing regularly assigned work independently,
and diving into some special projects, serving as members of a team, and may lead teams. In the
third year, analysts may regularly be tasked with special projects, in addition to their regular work
and serve as team leads on projects.
FIRST YEAR
Training Plan
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Best Hiring Practices
Completed Staff Work
Critical Thinking Skills and Writing for Analysts
Critical Thinking Tools
Effective Business Writing
Essential Analytical Skills
Essential Analytical Skills and Completed Staff Work
Excel Level 1
Interpersonal Skills
Presentation Skills
Transfer and Permissive Reinstatement
Writing for Analysts
FMLA-CFRA Complex Case Review and Workshop
Strategies for Collecting Data, Analyzing Data, and Reporting the Results
Understanding, Navigating, and Managing FMLA and CFRA Leave
SECOND YEAR
Effective Project Management for Analysts
Excel Level 2
Job Analysis
Project Management
Roles and Responsibilities of the Superior Analyst
THIRD YEAR
Leading Project Teams
Leading with Strengths
MANAGEMENT LEVEL (Refer to Tab 8)
Authentic Leadership for True Leaders
Be Your Own Leadership Coach
CalHR Supervisor’s Academy (10 Day Cohort)
Coaching: Developing Others
How to Deal with Difficult People
IDP – Performance Appraisals
Leading with Strengths
Making the Transition to Supervisor
Project Management
Supervisor’s Guide to Managing Poor Performance
Supervisory Skills Module 1: Foundational Skills for Supervisory Excellence
Supervisory Skills Module 2: Managing Employee Issues
Supervisory Skills Module 3: Building and Maintaining a High Performance Team
Supervisory Skills Module 4: Application and Enhancement of Supervisory Skills
Public Sector Labor and Employment Legal Update
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ORIENTATION FOR STAFF/DESK TRAINING
Below is a listing of informal trainings for analyst, technician, and clerical staff. The new employee would
receive the orientation from his/her assigned mentor.
TITLE OF TRAINING METHOD PARTICIPANTS COMPLETION
DATE
211 Process Desk Analysts
625 Requests Desk Analysts
Arduous Pay Requests Desk Analysts
Backdates Desk Analysts
Bargaining Unit Table & Drill Training Classroom/Desk Analysts
Board Item Process & Procedures Desk Analysts
CEA Requests Desk Analysts
Delegation Program Desk Analysts
Exempt Program/Inquiries Desk Analysts
File Organization Desk Analysts, Clerical,
Technicians
Inbox(es) Desk Analysts, Clerical,
Technicians
Out of Class Grievances Desk Analysts
Pay Differential and Special Salary
Adjustment Requests
Desk Analysts
PIMS/SWIRS Access Desk Analysts, Technicians
Position Benefit File/DataServer 32 Desk Analysts
Probation Extension Requests Desk Analysts
SharePoint, N: Drive, HRNet, and Outlook Desk Analysts, Clerical,
Technicians
Retired Annuitant 180 Day Exception
Requests
Desk Analysts
Unlawful Appointments Desk Analysts
Writing Style Guides, Formatting Desk Analysts, Clerical,
Technicians
Pay Letter (Section 1 or 2) & PML Process Desk Analysts, Technicians
Microfiche/Film Cassette Desk Analysts, Technicians
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Layoff Training Desk Analysts
Administrative Time Off (ATO) Requests Desk Analysts
Salary Exception Requests (Civil Service) Desk Analysts
Victim Compensation and Government
Claims Board (VCGCB) Claims
Desk Analysts
Bill Analysis Classroom Analysts
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FORMAL TRAINING BY SKILL SET
Below is a listing of formal trainings staff can take in order to improve a specific skill set. Trainings are
cited as either “recommended” or “optional.”
SKILL SET TITLE OF TRAINING METHOD PARTICIPANTS RECOMMENDED
(R) or OPTIONAL
(O)
COMPLETION
DATE
Clerical Level
Interpersonal
(Entry)
Effective Interpersonal
Communication
Classroom Clerical
Technicians
O
R
Communication
(Verbal)
Interaction Success Classroom Clerical
Technicians
O
O
Technical Tips and Shortcuts for
Microsoft Windows*
Webinar
Analysts
Technicians
Clerical
O
O
O
Technical Introduction to Analytical
Skills
Classroom
Clerical
Technicians
O
O
Technical Excel Level 1* Classroom Clerical
Technicians
Analysts
O
O
R
Technical
Excel Level 2
Classroom
Clerical
Technicians
Analysts
O
O
O
Technical Best Hiring Practices Classroom Clerical
Technicians
Analysts
Management
R
Written
Communication
(Entry)
Grammar for Professional
Documents
Classroom Clerical
Technicians
R
R
Written
Communication
(Entry)
Effective Business Writing Classroom
Clerical
Technicians
R
R
Written
Communication
(Entry)
Writing Excellent Letters,
Memos, and E-mails.
Classroom
Clerical
Technicians
R
R
Technician Level
Clerical level training identified above and …
Creative
Thinking &
Problem
Solving
Creative Problem Solving* Webinar
Analysts
Technicians
R
O
Technical Time Management* Webinar
Analysts
Technicians
O
O
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SKILL SET TITLE OF TRAINING METHOD PARTICIPANTS RECOMMENDED
(R) or OPTIONAL
(O)
COMPLETION
DATE
Analyst Level
Technician level training identified above and…
Analytical Essential Analytical Skills Classroom Analysts R
Analytical Roles and Responsibilities of
the Superior Analyst
Classroom Analysts R
Communication
(Verbal)
Presentation Skills Classroom Analysts O
Communication
(Verbal)
Facilitating Effective
Meetings*
Webinar Analysts O
Communication
(Written)
Writing Duty Statements* Webinar Analysts R
Creative
Thinking &
Problem
Solving
Critical Thinking Tools Classroom Analysts R
Interpersonal Interpersonal Skills Classroom Analysts R
Leadership Leading with Strengths Classroom Analysts &
Management
O
Leadership Leading Project Teams Classroom Analysts R
Leadership/
Technical
Project Management Classroom Analysts &
Management
R
Technical Permissive Reinstatement &
Transfer Training
Classroom Analysts R
Technical Writing for Analysts Classroom Analysts R
Technical Completed Staff Work Classroom
&
Webinar
Analysts R
Technical Developing Exceptional
Allocation Packages*
Webinar Analysts R
Technical Job Analysis Classroom Analysts R
Technical/
Analytical
FMLA-CFRA Complex Case
Review and Workshop
Classroom Analysts R
Technical Benefits Administration
Training*
Classroom Analysts R
Technical/
Analytical
SCO’s Salary Determinations
Intro and Advanced*
Classroom Analysts R
Technical/
Analytical
SCO’s Non-Industrial
Disability Insurance*
Classroom Analysts R
Technical/
Analytical
Strategies for Collecting
Data, Analyzing Data, and
Reporting the Results
Classroom Analysts R
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*No descriptions or times available.
SKILL SET TITLE OF TRAINING METHOD PARTICIPANTS RECOMMENDED
(R) or OPTIONAL
(O)
COMPLETION
DATE
Technical Understanding, Navigating,
and Managing FMLA-CFRA
Leave
Classroom Analysts R
Management Level
Analyst level training identified above and…
Leadership Sup Skills Module I:
Foundational Skills for
Supervisory Excellence
Classroom Management R
Leadership Sup Skills Module 2:
Managing Employee Issues
Classroom Management R
Leadership Sup Skills Module 3: Building
and Maintaining a High
Performance Team
Classroom Management R
Leadership Sup Skills Module 4:
Application and Enhancement
of Supervisory Skills
Classroom Management R
Leadership Supervisors Guide to
Managing Poor Performance
Classroom Management R
Leadership Recognizing Success –
Keeping Employees
Motivated
Webinar Management R
Leadership Authentic Leadership for True
Leaders
Classroom Management O
Leadership Be Your Own Leadership
Coach
Classroom Management O
Leadership CalHR Supervisor’s Academy
(10 Day Cohort)
Classroom Management O
Leadership Coaching: Developing
Others
Classroom Management O
Leadership How to Deal with Difficult
People
Classroom Management O
Leadership IDP- Performance Appraisal Classroom Management R
Leadership Making the Transition to
Supervisor
Classroom Management O
Technical Public Sector Labor and
Employment Legal Update
Classroom Management R
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TRAINING SCHEDULE, PREREQUISITES, AND DESCRIPTIONS
Please refer to the appropriate section tab for information on management, analyst, technician, and
clerical trainings.
How to sign up?
Please refer to the Training Request Procedures and Forms section tab for information on how you can sign
up for these trainings.
HUMAN RESOURCES CERTIFICATIONS/MEMBERSHIP ORGANIZATIONS (OPTIONAL)
The following is a listing of optional certifications and membership organizations in the field of HR.
Specific information regarding membership organizations can be accessed via the links below.
CERTIFICATIONS
CalHR HR Credentialing Program
The purpose of this program is to allow state employees working in human resources and related
areas to be professionally recognized. For further information, please check out the following link:
http://media.calhr.ca.gov/calhr/hr-credentialing-program.html.
California State University, Sacramento: Human Resource Management Certificate Program
This program is for professionals who want to keep current on human resource issues in today’s
business world. For further information, please check out the following link:
http://www.cce.csus.edu/human-resource-management-certificate-program.
Society for Human Resources Management (SHRM) Certification
SHRM has established two competency-based certifications, the SHRM Certified Professional
(SHRM-CP) for early- and mid-career professionals and the SHRM Senior Certified Professional
(SHRM-SCP) for senior-level practitioners. SHRM regards the SHRM-CP and SHRM-SCP as the new
global standard in certification for the HR profession. For further information, please check out the
following link: https://www.shrm.org/certification/pages/default.aspx.
International Project Management Association (IPMA) Certification
IPMA has a four-level certification system that appeals to executives, strategic leaders, managers,
and stakeholders. For further information, please check out the following link:
http://www.ipma.world/certification/.
California State University, Sacramento: Leadership for the Government Manager
Leadership for the Government Manager is a certificate program for managers in city, county,
state and federal government who must know how to embrace and implement positive government
transformation. Participants are often mid-to senior level managers from business, program and
information technology divisions who are responsible for building cross-functional relationships,
implementing policies and initiatives, managing change and leading high-performing teams. For
further information, please check out the following link: http://www.cce.csus.edu/leadership-
government-manager.
University of California, Davis: Human Resource Management Certificate Program
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Human resource management has evolved into a wide range of complex responsibilities and
strategic activities that are central to achieving a successful organizational climate and culture. Our
program is highly regarded for its real-world focus, immediate applicability and up-to-date
information. Whether you're interested in acquiring new HR skills or earning hours toward PHR and
SPHR recertification through the Human Resource Certification Institute (HRCI), this program will
help you achieve your goals. For further information, please check out the following link:
https://extension.ucdavis.edu/certificate-program/human-resource-management-certificate-
program.
ORGANIZATIONS
• International Project Management Association (IPMA)
• Sacramento Area Human Resource Association (SAHRA)
• Society for Human Resources Management (SHRM)
• Northern California Human Resources Association (NCHRA)
• CAL Speakers Toastmasters:
The mission of a Toastmaster Club is to provide a mutually supportive and positive learning
environment in which every member has the opportunity to develop communication and leadership
skills, which it turn foster self-confidence and personal growth.
