2024-06-25 Merit Appeals Board Minutes

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Merit Appeals Board June 25, 2024 CHR. CABANAS: Oh, okay. MS. TOKIHIRO: totally separate— CHR. CABANAS: Separate program. MS. TOKIHIRO: We'd like to create more opportunities for people at these supporting levels to create more opportunities for people to perform government service. CHR. CABANAS: I sure hope when the departments—and I hope they did that I hope they reassured you but when they said they were interested and they would like to have a development—Professional Development Trainee, have they received the buy -in from these individuals who would be the mentors? MS. TOKIHIRO: So, that's where we're not recruiting for anything. We're not filling any positions until we get clear commitment from the department that says who the mentors going to be, what the career path position is that they've selected. And then, only at that point, would we begin because we can't recruit for something if we don't have a plan and a program for them to go to. CHR. CABANAS: I mean, the department can say, "Okay"—I'll use myself—"Gabriella, you as the supervisor would be the mentor"—but did they touch base with Gabriella to get the buy in from her? That's where I'm concerned because what is the mentor getting in return? MS. TOKIHIRO: So, and that's not a question I can answer because it's the departments that are that have to provide this documentation to us, to say that they're interested, who the mentor's going to be, what their career path position is. So, I'm not having those discussions CHR. CABANAS: Yes, Sommer—I know you can't answer it now but what I'm saying is, this is something that should be thought of a little bit more because it could be problematic, it may be okay. But part of this whole thing is visualizing the big picture—it's like make sure—ensure that they have received the buy -in from the mentor. Because sometimes what happens is, they just say, "Okay, mentor, you're going to get a person working with you but you got to train the person and" you got to get the buy -in in order for it to work. So, it's like just make sure that they do have that—that's my concern for it to be a success. And why I ask so many questions is because I want it to be a success for your department and for all of them that's why I've asked so many questions. But I really feel like I don't want it to be a dead-end for individuals in the development training program. I don't want it to be a dead-end because they could easily go work for another employer. I mean, yeah, people do leave, but you this is the whole part of it. Recruitment is part of it. Retention is another. Recruitment, engagement, retention that's the package. You don't want Page 21