More Than Training

• NCJ Number: 77373
• Journal: Corrections Today Volume: 43 Issue: 2 Dated: (March/April 1981) Pages: 10-11,14,16
• Author(s): D D Brewer
• Date Published: 1981
• Length: 4 pages
• Publication Format: Article
• Language: English
• Country: United States of America

Annotation

According to this paper, training in corrections should be an integral part of the organization, and the staff development specialist should become a member of the management team and administrator of the training program.

Abstract

If new community-based correctional programs are to be implemented, the staff development specialists need to know the personnel requirements, the job functions to be performed, and the schedule for phasing in the programs. The specialists should also be able to assist in the identification of personnel who could assume new roles. Staff development specialists must also work closely with equal opportunity officers to make sure that the affirmative action plan and the agency training plan are not in conflict. Thus, as chief of the staff development or training division, the specialists carry the same responsibility as managers. They must plan the operations, set objectives, budget resources, and assist in the development of policies that affect the organization. Divisional work must be planned relative to overall goals and objectives as defined by management. An organizational structure that defines functions, job tasks, and work expectations of employees, as well as continuous evaluation of programs, must be established. Thus, in addition to being an expert in the concepts and techniques of the training process, the staff development specialist must be a problemsolver and a skilled administrator. Training is management's primary tool to assure that all members of the organization understand their role as related to the objectives of the organization and maintain skill proficiency necessary to carry out this role. Steps management can take to facilitate the implementation of a staff development program include job task analysis (i.e., description of specific tasks as they should be performed as a basis for establishing qualification standards of responsibility related to pay scales), definition of the behavior expected of the employee in performing these tasks, and development of staff profile. Opportunities for staff advancement should also be provided.