Check System
Send us your comment!

Your comment will be read by our web staff, but will not be published.

Please do not enter any personal information. Your comment is voluntary and will remain anonymous, therefore we do not collect any information which would enable us to respond to any inquiries.

However, provides a How to Contact the IRS page where you will find guidance on where to submit specific questions.

Share this presentation
Copy and paste the following URL to share this presentation
To email a link to this presentation, click the following:
This program writes a small 'cookie' locally on your computer when you set a bookmark.
If you want to utilize this feature, check the following checkbox. Otherwise, bookmarks will be disabled.
This is an IRS
audio presentation.

To view this page, ensure that Adobe Flash Player
version 10 or greater is installed.

Get Adobe Flash player

We aim to establish a unified learning organization ♫ ♪ Music plays in the background ♪ ♫ 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.

♫ ♪ ♪ ♫ 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.

♫ ♪ ♪ ♫ 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.

♫ ♪ ♪ ♫ 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.

♫ ♪ ♪ ♫ 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.

♫ ♪ ♪ ♫ 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.

♫ ♪ ♪ ♫ -- Music fades as the presentation concludes --