Training and Development Programs Sample Clauses

The Training and Development Programs clause outlines the employer's commitment to providing employees with opportunities for professional growth and skill enhancement. Typically, this clause specifies the types of training available, such as workshops, seminars, or online courses, and may detail eligibility criteria or the process for requesting participation. Its core function is to ensure that employees have access to resources that support their career advancement and to help the organization maintain a skilled and knowledgeable workforce.
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Training and Development Programs. It is intended that supervisors will encourage employees to participate in the various training and development programs as provided for by Executive Order 52 in order to maximize their job performance and to increase their promotional opportunities. When the Employing Official requires an employee to acquire new skills the supervisor will identify appropriate sources of training and provide training in accordance with 11.8.
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Training and Development Programs. (a) The State and each Midstream Entity will have a number of training opportunities that may expand the skilled workforce in Alaska. Additionally, the Alaska Natural Gas Pipeline Act provides grants for an Alaska pipeline training program to recruit and train Alaska residents, including the design and construction of training facilities located in Fairbanks to support this training. Each Midstream Entity shall work with the State, including the Labor Department, to develop these or other publicly-funded programs that could increase employment opportunities for Alaska residents. In conjunction with the Project, the Mainline Entity shall spend, or cause the Participants to spend, a combined total of five million Dollars ($5,000,000) in funding those or other workforce training programs and activities in Alaska. The programs and activities could include: (i) informing students in Alaska school districts: (A) about jobs that will be needed for the Alaska Project and how students can qualify for those jobs; and (B) of available apprenticeship, mentoring, and internship opportunities to train or qualify for jobs; (ii) employing apprentices or interns; (iii) working with teachers in Alaska school districts in developing curricula for courses relevant to jobs on the Alaska Project; (iv) assisting the Labor Department in its efforts to upgrade technology applications and provide equipment for training centers and schools to keep training current and relevant for jobs on the Alaska Project; (v) supporting the Labor Department in developing training standards for jobs that will be needed for the Alaska Project; or (vi) providing on-the-job training for employees hired by a Midstream Entity for employment in Alaska. Funding for these activities and programs will begin when the Mainline Entity files its initial FERC application. The Project Summary must describe the expenditures and programs implemented to date. (b) At the completion of Project planning activities, each Midstream Entity shall provide the commissioner of the Labor Department with a description of services, jobs and skills required for construction and operation phases of the Alaska Project. Within thirty (30) Days after its submittal, each Midstream Entity shall meet with the commissioner of the Labor Department to discuss the description and, if necessary, to provide additional clarification.
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Related to Training and Development Programs

  • Training and Development 3.1 Authorities will develop local 'Workforce Development Plans (see Part 4.8),' closely linked to their service delivery plans, which will provide the focus for the establishment of training and development priorities. Training and development should be designed to meet the corporate and service needs of authorities both current and in the future, taking into account the individual needs of employees. Local schemes on training and development should enable authorities to attain their strategic objectives through development of their employees. Training and development provisions should be shaped to local requirements and take account of the full range of learning methods. Such an approach should enable access to learning for all employees. The needs of part time employees and shift workers need particular consideration. 3.2 Employees attending or undertaking required training are entitled to payment of normal earnings; all prescribed fees and other relevant expenses arising. Employees are also entitled to paid leave for the purpose of sitting for required examinations. When attending training courses outside contracted daily hours, part-time employees should be paid on the same basis as full- time employees. (Assistance for other forms of learning, for example that directed at individual development, will be locally determined). Some training can be very expensive and authorities may require repayment of all or part of the costs incurred should an employee leave the authority before a reasonable time period has expired. The authority's policy in this regard should be made explicit. 3.3 Objectives for training and development programmes should include the following: • To enable Councils to attain their strategic objectives via investment in their employees. • To promote equity of access to learning. • To encourage employees to develop their skills and level of responsibility to the maximum of their individual potential. • To widen and modernise the skills profile of employees to maximise their versatility, employability and so, job security. • To enable employees to raise productivity, quality and customer service in pursuit of sustainable improvement 3.4 Authorities should establish local partnership arrangements, to include recognised trade unions, to develop their local workforce development plans. 3.5 The NJC endorses partnership provision such as the "Return to Learn" scheme. Authorities and the recognised trade unions shall encourage and support employees taking on the statutory Union Learning Representative (ULR) role. This will include agreeing facilities and paid release in accordance with statutory provisions. ULRs should be enabled to play a full part in promoting and implementing local training and development programmes.

  • Research and Development (i) Advice and assistance in relation to research and development of Party B; (ii) Advice and assistance in strategic planning; and

  • Learning and Development 8.1 The Ministry is committed to creating a people management environment where the focus is on enhancing capability and supporting our people to build successful and rewarding careers. 8.2 This will enable the Ministry to meet the needs and expectations of stakeholders and continuously improve the quality of the service it provides by ensuring we have the capability and capacity needed to meet the expectations of New Zealanders in delivering first class justice services. 8.3 The Ministry will value and prioritise development – promoting and supporting learning as a constant for everyone. Career and personal development will be a strong focus within the Ministry. 8.4 We will endeavour to ensure that every employee has access to a range of development opportunities that ensure they have the skills needed to perform effectively in their role, and to develop new skills for future roles. People will take responsibility for their own learning and development, and will have the support and tools to enable them to do this. 8.5 The Ministry recognises that our managers and team leaders are critical to our success. 8.6 We will ensure they have the skills necessary to be successful in their roles, and encourage and support them in continually developing their leadership and management skills. 8.7 We will work to clearly define management structures and career paths, and focus on ensuring we have the management and leadership capability necessary to lead us into the future. 8.8 We will work in partnership with our managers and team leaders to identify development opportunities that contribute to their success as a leader and supporting their career aspirations. 8.9 To achieve this, the Ministry will develop a comprehensive range of learning and development opportunities for managers and team leaders.

  • Training and Professional Development 11.1 The Employer will develop and maintain an employee training and development plan and provide such plan to the Union upon request. Staff training is intended to provide an opportunity for classified staff employees for training sponsored by the University Training and Development and the UW Medical Centers Organizational Development and Training. Education/Professional Leave is intended to facilitate employee access to continuing education opportunities. Training and educational/professional leave may be used for the purpose of improving job performance, maintaining and increasing proficiency, preparing staff for greater responsibility, or increasing promotional opportunities within the framework of staff positions available at the University. 11.2 Any release time for training for employees accepted for such classes shall be in accordance with the Executive Order (currently No. 52) governing this matter. In the event that two or more employees request the same training period and supervision must limit the number of persons who may participate at one time due to work requirements, the selection will be made on a mutually agreeable basis within the department. 11.3 The training program is a proper subject for discussion by either departmental or University-wide Joint Union/Management Committees. 11.4 If the Employer requires an employee to receive training, reimbursement will be provided in accordance with the University travel rules. Employee attendance at Employer required training, either during or outside working hours, will be considered time worked and compensated in accordance with the provisions of this Agreement. 11.5 Employee attendance at training not required by the Employer and not covered by Executive Order 52, either on approved leave from or outside of working hours, will be voluntary and not considered time worked.

  • Training and Education SECTION 1 – Law Enforcement Supervisors’ Training