We aim to establish a unified learning organization
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This December, the Taxpayer First Act Office
is submitting the Report to Congress,
which will include recommendations
to improve training at the IRS.
The Training Strategy aims to streamline
current training processes, technology and funding.
Also, it proposes to develop annual training
on taxpayer rights and to focus training on early,
fair, and efficient resolution of taxpayer disputes.
It also aims to improve technology-based training,
and ensure consistent skill development
and employee evaluations across the Service.
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Many voices provided input
to help develop the Training Strategy recommendations.
Along with a broad and diverse group of partners,
the TFA Office evaluated current training activities
and made a proposal for the ideal structure and capabilities
to rollout an enterprise-wide training strategy.
Comments, input and insights were similar
even if the voices differed.
They emphasized a lack of funding for training
the need to be consistent, current, and continuous
over the career of the employee
and a need to use digital tools and make training interactive.
Input came from:
Employees, IRS learning & development groups
IRS leadership, executives and managers
the National Taxpayer Advocate
IRS Federal Employee Viewpoint Survey results
And, from Kirkpatrick training evaluation results,
which show us current experiences in training classes
and how training influences daily work.
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In order to improve the taxpayer experience
we need to equip employees to provide top-quality service.
Training can position the workforce to put the taxpayers first.
A comprehensive training strategy is essential to transforming
the taxpayer experience and modernizing IRS operations.
Our employees are our most important asset.
Our public-facing employees are key to instilling
taxpayers with confidence and trust in tax administration.
Equally important, high-quality training can improve employee morale,
increase productivity, and foster innovation.
IRS has a history of quality training and development for its employees.
The Training Strategy recognizes a need to
focus on training in new technologies,
skill improvement and quality of completed work
all with a goal toward delivering the right training
at the right time in an efficient way.
IRS employees continuously strive
to do their jobs better and to help taxpayers.
The comprehensive Training Strategy will aim
to ensure training activities support employees’
professional development and equip them
with what they need to provide high-quality service
to taxpayers and ultimately enhance the taxpayer experience.
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The Training Strategy will aim to empower the workforce of the future
by equipping our employees with the skills and tools needed
to advance their careers, provide high-quality service to taxpayers
and ultimately enhance the taxpayer experience.
There are five key components that make up the Training Strategy:
Number one, IRS University.
that is a modern, innovative learning organization.
It will use technology to provide
enhanced training experiences for employees.
Within the university, we propose developing academies
to organize training curriculums and developmental activities
around established career paths.
The academies will provide training and development
through traditional classroom training, virtual courses,
developmental assignments, and micro-learning activities like:
videos, podcasts, job aids, wikis or blogs,
coaching and on-the-job instruction.
Strategic use of skills and competency assessments
will also help improve our workforce planning and hiring efforts.
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Number two, Taxpayer-Focused Training:
Through a standardized curriculum,
we want to equip all IRS employees with a working knowledge
of the Taxpayer Experience Strategy and organizational awareness.
We also want our training to increase professionalism,
effective communication, empathy skills, civility,
and tools to address unconscious bias.
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Number three, Continuous Learning for All Employees:
We aim to establish and promote a continuous learning environment
for employees that will include education and developmental activities.
This will equip employees to perform their current role,
develop higher levels of technical expertise along a career path,
and support the development of portable skills
that allow individuals to change roles within the IRS.
The fourth key component is Leveraging Technology:
We want to improve technology to create accessible,
high-quality and effective training programs.
We aim to implement new technology
to accommodate the administration,
delivery and tracking of the training lifecycle.
The final key component is Measuring Effectiveness:
We will apply the New World Kirkpatrick Model,
which is the industry best practice in training evaluation.
This will help us obtain relevant feedback
from employees, taxpayers and stakeholders.
The IRS will use this feedback to make
necessary training adjustments
and continuously improve training capabilities.
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