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Training and Development

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Training and Development Program

Talent management is defined by business dictionary as an attempt to recruit, keep and train the most gifted and highest quality staff members that the company can find, afford and hire. Talent management gives business managers an important role to play in recruiting, developing, and retaining desirable staff members (2015). Our mission here at the Operations of Intelligence (OOI) is to provide combatant commanders and warfighters all-source intelligence products in order to defend our Nation. OOI is going to focus on the training function within talent management as it relates to intelligence officers and their job recruitment and retention.
Once OOI employees are selected, they must be prepared to do their jobs, which is when orientation and training come in. “Beginning with the orientation of new employees, talent management and development includes different types of training” (Mathis, Jackson & Valentine, 2014). Orientation will provide new employees with basic information about the company. Training programs will ensure that new employees have the basic knowledge required to perform the job satisfactorily. “Orientation and training programs are important components in the processes of developing a committed and flexible high‐potential workforce and socializing new employees” (Bacal & Associates, n.d.). Additionally, these programs can save employers’ money, providing big returns to OOI because the company’s investment to train its employees results in both the employees and the organization enjoyment of the dividends. Orientation programs not only improves the rate at which employees are able to perform their jobs, but also helps employees satisfy their personal desires to feel important to the company.
The HR department generally orients newcomers to broad organizational issues and fringe benefits. Supervisors complete the orientation process by introducing new employees to coworkers and others involved in the job. A mentor may be assigned to continue the process. “Simply hiring and placing employees in jobs does not ensure their success. In fact, even tenured employees may need training, because of changes in the business environment (Bacal & Associates, n.d.). Employee turnover increases when employees feel they are not valued or are put in positions where they cannot effectively do their jobs. Training shows that the company values the employee and helps provide tools necessary for succeeding in the job.
GOAL AND OBJECTIVE
To recruit and to retain intelligence officers with responsibility for producing finished regional, strategic, functional intelligence products within Operations of Intelligence (OOI).
POSITION DESCRIPTIONS
Acts as a sensitive activities specialist, the incumbent is responsible for providing subject matter expertise for operational planning and execution; this position requires a high level of expertise in the areas of sensitive activities as it applies to formulating new signature reduction initiatives. Serves as sensitive activities support officer and as such accomplishes difficult projects, programs, or assignments related to evaluating and reviewing tools and techniques.
Performs as a project development expert and guides new initiatives and programs toward a desired end-state.
Training is a singular function to produce change. It is the upgrading of a person’s skill or the addition of a new skill, which in turn can bring about the desired change a company is seeking. It is important to understand that training in and of itself cannot motivate a work force. However, it is an integral part of what is needed to accomplish the long-term goals of the company.

TRAINING PROPOSED BUDGET
INTELLIGENCE OFFICER TRAINING
COURSE TITLE TYPE DURATION COST SERVICE COMMITTMENT
Graduate of DoD CI Credential Course Classroom 4 months $13K 1 yr
Advance CI Course Classroom 3 weeks $6K 1 yr
Military Operations Familiarization Online 2 days No cost none
DoD Strategic Debriefing Course Classroom 7 days $2.5K 6 months
Multi-Discipline HUMINT Analysis Course Classroom 10 days $4K 1 yr
Dynamics of International Terrorism Course Classroom 10 days $4.5K 1 yr

The following five Counterintelligence and Human Intelligence courses are desirable for skills progression for an intelligence officer within the company that needs to be completed within 3 years of their on-boarding into the company:
(a) Advanced Counterintelligence (CI) Course, Dam Neck, VA.
(b) Military Operations Familiarization Course, Washington, DC.
(c) DoD Strategic Debriefing Course, Ft. Huachuca, AZ.
(d) Multi-Discipline HUMINT Analysis Course, Washington, DC.
(e) Dynamics of International Terrorism Course, Hurlburt Field, FL.
Training and career development at OOI begins on day one and continues throughout the employee’s career. To help them meet their professional goals, OOI provides a variety of opportunities and benefits to pursue coursework at numerous outside academic institutions. In addition, OOI’s own prestigious Defense Intelligence University (DIU) offers advanced classes in language, cryptology, leadership, education, and business expertise. With more than 10 campuses, 2 counterintelligence centers, and 3 Intelligence Community (IC) training schools, DIU is a true global training enterprise. With modern, mission-focused curriculums, DIU delivers career development solutions for every stage of your career. OOI offers the four career development opportunities with outside institutions:
1. Advanced Studies Program (ASP): ASP enables employees with one year of experience to take advantage of advanced training programs at accredited colleges or universities while receiving a salary, tuition, and lab fees for up to four semesters of upper-undergraduate or graduate level courses.

2. After-Hours College Program (AHP): AHP enables employees to take job- and mission-related courses, offered at the undergraduate or graduate level, at an accredited college or university of their choice. OOI pays for tuition, lab fees, and online or telecourse fees.
3. Undergraduate Scholarship and Graduate Fellowship Program (US/GF): To ensure OOI's continued technical and managerial growth, OOI awards a limited number of full-time mission-related undergraduate scholarships and graduate fellowships annually. Selected OOI employees normally receive full tuition, salary, and time off to attend a full-time degree program at a local college or university.
4. Military Institution Partnerships (MIP): To further enhance employees career development, OOI offers a variety of specialized academic programs in partnership with such notable institutions as the Joint Military Intelligence College (JMIC), the Naval Post Graduate School, the National Defense University, and the National War Colleges.
These programs provide tuition-free courses of study leading to undergraduate and graduate degrees in areas directly related to intelligence studies. Students may participate in on-location programs or in special sessions available directly on the OOI campus.

INTELLIGENCE OFFICER TRAINING OPPORTUNITIES
PROGRAM TITLE COST SERVICE COMMITTMENT
ASP No cost 1 yr
AHP No cost 1 yr
(US/GF) No cost 1 yr
MIP No cost 1 yr

BENEFITS
OOI offers its employees a variety of career benefits that include the ability to participate in an alternate work schedule and telework programs. OOI also offers the Employees Group Life Insurance Program (EGLI), the Employees Health Benefits (EHB) Program, childcare services in 5 locations, financial and legal planning, health and wellness, company stock purchasing, 401K, retention bonus, 90 days of maternity leave, 20 days of paternity leave and adoption. In addition, OOI also facilitates job shadowing and foreign partner exchange. According to Paris & Mason, job shadowing is designed to increase career awareness, help model behavior through examples and reinforce the link between skills and work requirements (1995). Potential employees are able to learn about a job by following, or shadowing, a professional throughout a workday or work week to get a close look at what a particular job involves. The job shadowing work experience provides a temporary, unpaid exposure to the workplace in an occupational area of interest to the candidate. “Potential employees witness firsthand the work environment, employability and occupational skills in practice, the value of professional training and potential career options” (Paris & Mason, 1995).
Job shadowing is a great way to get a grasp of what it is truly like working in a particular occupation. There is no way to be 100 percent certain that an employee is going to be a good fit for a position until they have actually tried it and shadowing or volunteering is as close as you can get. It is a great way to determine if a potential employee might really be cut out for a specific career or not. For example, a candidate may have always wanted to work as a caterer only to spend a workday with one and learn that they do not enjoy being on their feet all day. Contrarily, they may find that they enjoy the excitement and interaction that they witness while shadowing a seasoned sales professional.
Job shadowing can also be a good activity for those currently in the process of changing careers. These employees possess a multitude of transferable skills that they usually can bring to a new job; however, depending on the nature of the change, additional training or education may be required. “Not only can a job shadow provide more information than print or online resources, it can also offer a first-hand look at the culture of the organization” (Paris & Mason, 1995).
Job shadowing can help the employee get up to par a lot more quickly, thereby reducing the costs associated with learning the job. Aside from having the relevant knowledge and skills to complete a job successfully, fitting in with the overall organizational culture and other employees is crucial to future success within any organization. Job shadowing may also be a great tool to use during orientation to give the new employee an opportunity to observe the job being performed prior to taking the reins.
TECHNOLOGY
What do McDonalds, the Samaritans, Lord Puttnam and John Cleese have in common? All are advocates of e-learning. Proof indeed that online learning has permeated every sector from legal to engineering, education, charity and defense industries. Technology is an increasingly essential part of every aspect of work, in every industry, and managers must keep up-to-date with developments in order to bring the benefits to staff and business profitability.
Many organizations see releasing staff for traditional face-to-face courses as too disruptive to the business, while others proactively chase budget cuts in travel and out-of-office costs associated with face-to-face options. Online courses also allow managers to expand the range of courses it offers and to respond to new training demands more quickly. That is not to say that they neglect traditional telephone or face-to-face mentoring; indeed most choose blended learning rather than swap completely online methods. Here at OOI we use a database called u-learning where our trainees and our educators can create, manage and coordinate resources.
TECHNOLOGICAL IMPLICATIONS
Technology in the training environment can also have a negative impact on employees. Some employees are reluctant to change. In addition, some employees are technologically challenged, wherein it's difficult for them to grasp new programs and other forms of technology. For example, an organization might mandate the use of tablet computers as a way to keep up with their employees' daily schedules. Employees are then required to use these handheld devices to communicate with their staff members. Even if the organization provides adequate training, some employees might prefer old-fashioned methods of communication, such as telephones, notes and a written day planner. Improving technology in the workplace might force some employees to work outside their comfort zone, and this can create tension or resistance.
APPLICABLE LAWS
Training and development has been directly tied to performance improvement when a program is implemented and evaluated for return on investment (ROI) for employees and leaders of organizations. The Office of Personnel Management makes reference to 5 US Code 4103 (a), Establishment of Training Programs, which was established in order to assist in achieving an agency’s mission and performance goals by improving employee and organizational performance. “The law states that the head of each agency…shall establish, operate, maintain, and evaluate a program or programs, and a plan(s), for the training of employees” (2011). Programs covered under this law are tuition assistance, career training and professional development.
CONCLUSION
The challenge for managers is to gather the resources and skills required to meet the demands of today’s problems and tomorrow’s uncertainties. Training is the answer to meet this challenge. By designing an effective training evaluation process, an organization can obtain the information needed to improve both training program delivery and business performance, and create opportunities for continuous employee and organizational improvement.

References
Bacal & Associates (n.d.). A quick guide to employee orientation - Help for managers & HR.
Work911. Retrieved from http://work911.com/articles/orient.htm
Establishment of Training Programs. (2011). OPM. Retrieved from http://www.opm.gov/policy-data-oversight/training-and-development/ Mathis, R.L., Jackson, J.H. & Valentine, S.R. (2014). Human resources management.
Stanford, CT: Cengage.
Paris, K., & Mason, S. (1995). Planning and implementing youth apprenticeship and work-based learning. Madison, WI: University of Wisconsin, Center on Education and Work.
Talent Management. (2015). BusinessDictionary. Retrieved from
http://www.businessdictionary.com/definition/talent-management.html

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