Page 119 - IRS Plan
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Initiative 5.4 Help employees grow and develop
The IRS will deliver growth and learning opportunities by developing attractive career pathways
for all employees, integrating training and skill-building, and better equipping managers to lead
high-performing teams
Where we are heading What success would look like
This Plan envisions an IRS that prefers digital Success for this initiative would include a marked
to manual processes and compliance efforts that increase in participation in and satisfaction with
focus on complex tax issues. Reaching these training, rotational, and learning programs. The
goals will require new skills in problem-solving, number of offerings and how often we update them
customer service and technology, along with would likewise increase. As new career paths
specialized tax knowledge. Employees want open, we would retain more people in high-priority,
to learn and advance in their careers—one high-turnover populations. Improving managerial
of the top five reasons people joined the IRS jobs would boost the number of applications for
in each of the last five years, in line with a desire manager roles and increase satisfaction rates
among government employees for more learning among managers. Employee proficiency in core
opportunities. Managers must accomplish knowledge and skills—including basic data
8
more with limited resources and other constraints, analysis, problem-solving, cultural competency,
creating ripple effects among employees, many of leadership, and the fundamentals of tax
whom say they get too little on-the-job mentorship administration—would rise, allowing employees to
and have little interest in taking on management take end-to-end ownership of issue resolution.
roles. Because mentorship is a significant part of the
learning process, we would expect all employees
We will offer employees more ownership in leadership roles to participate in a mentorship
of their career development with best-in-class program, and mentorship scores should rise in
development and modern training, straightforward FEVS and other employee surveys.
and more flexible career paths, and cross-
functional rotational programs. We will adapt Key projects
our training methodology, provide employees with
dedicated training time, and upgrade the quality of 1. Create pathways for growth and
technical and foundational skills training. We development for every IRS employee.
will broaden our career paths to include traditional Create straightforward career paths for all roles,
upward growth, lateral transitions between establish formal rotation programs to encourage
functions, internal job rotations, external detail hands-on skill-building and career exploration,
and internship programs, temporary assignments and reinstitute a Career Resource Center as
and post-retirement career tracks. We will a hub for professional development resources.
emphasize developing managers’ leadership skills Focus on creating career pathways for groups
and cultural competency to ensure that fulfilling who are underrepresented in leadership to
growth opportunities are available, and to equip create a diverse pipeline of current and future
managers to be the inspiring, skilled and positive leaders.
leaders we rely upon.
2. Support management with coaching
These investments will improve our value and career and talent advice. Launch
proposition to new talent and the overall employee management coaching and offer advice
experience by making the IRS a great place related to careers and talent via a consolidated,
to grow. in-house program and/or a third party. Inform
managers about development opportunities,
112 IRS IRA Strategic Operating Plan
Part II: Objectives and Initiatives
