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1c20-6�Personnel Advisory Board and Division of Personnel CODE OF STATE REGULATIONS
1
M
ATT
B
LUNT
(4/30/01)
Secretary of State
Rules of
Office of Administration
Division 20Personnel Advisory Board and
Division of Personnel
Chapter 6Management Training
Title
Page
1 CSR 20-6.010
Management Training ..........................................................................3 Title 1OFFICE OF
ADMINISTRATION
Division 20Personnel Advisory
Board and Division of Personnel
Chapter 6Management Training
1 CSR 20-6.010 Management Training
PURPOSE: This rule prescribes guidelines
and standards as required by section 36.510,
RSMo regarding mandatory training for per-
sons employed in management positions in
agencies within the executive branch of state
government other than elective offices and the
institutions of higher learning. These guide-
lines and standards provide a framework for
developing and maintaining leadership effec-
tiveness consistent with the mission and needs
of each department.
(1) As used in this rule, unless the context
clearly indicates otherwise, the following
terms shall mean:
(A) Supervisor, a person directly and
immediately responsible for planning, orga-
nizing, directing, controlling and evaluating
the work of employees to accomplish a limit-
ed function or activity;
(B) Manager, a person responsible for var-
ious general management processes including
activities such as general program planning,
development and coordination, or the organi-
zation, direction and evaluation of major pro-
gram functions and operations or a combina-
tion of these;
(C) Executive, for the purposes of this
rule, Executive shall be defined as senior
Level Managers including Division Director,
Deputy, Assistant Director, or their equiva-
lent; and
(D) For purposes of this rule, the terms
Supervisor, Manager, and Executive shall
include all positions in Uniform Classifica-
tion and Pay (UCP) agencies which the
Division of Personnel finds to involve sub-
stantial supervisory or administrative respon-
sibilities, and shall also include comparable
positions in non-UCP agencies of the state.
The final determination of such comparabili-
ty shall be made by department directors after
careful review of information furnished by
the Division of Personnel of the job classifi-
cations and approximate number of incum-
bents considered.
(2) Each department in state government shall
establish programs, systems and procedures,
as deemed necessary to implement and
administer the guidelines and standards for
training personnel in the positions as defined
in this rule. A department may request tech-
nical assistance from the Division of
Personnel concerning the implementation and
administration of the guidelines and stan-
dards. A department also may request formal
training courses and other management-
supervisory training programs from the
Division of Personnel or may establish alter-
native training programs. Each department
shall provide training which it requires with-
out cost to its employees. Departments may
reimburse employees for additional job-relat-
ed training courses in accordance with uni-
form state policies and procedures issued by
the Office of Administration and the depart-
ments own policies and procedures which
are not in conflict and which provide uniform
treatment of employees.
(3) For purposes of coordination, the depart-
ments shall annually review their projections
of training needs for personnel in these posi-
tions. The information provided will be used
by the Division of Personnel, State Training
Advisory Council (STAC), and individual
agencies in developing training programs and
administering the guidelines and standards
contained in this rule.
(4) Employees entering into the positions
covered by this rule are required to complete
a minimum of 40 hours of training within
their first year in the position. Thereafter,
employees are required to maintain at least 16
hours of continuing Competency Based
Training annually.
(5) Training in any of the 24 competencies
will count toward fulfillment of the training
rule requirements.
(6) In cases of promotion, whether it be from
Supervisor to Manager, or Manager to
Executive, it shall be at the discretion of the
department to determine which of the two
thresholds of hours applies: either the 16-
hour threshold or the 40-hour threshold.
(7) In cases of lateral transfers between agen-
cies or within an agency, it shall be at the dis-
cretion of the employing department to deter-
mine which of the two thresholds applies:
either the 16-hour threshold or the 40-hour
threshold.
(8) Incumbents in all positions covered in this
rule are also required to take a Core
Curriculum consisting of Performance Man-
agement, Diversity, and Preventing Sexual
Harassment. The format and time frames of
these programs shall be determined by the
departments. The Core Curriculum can count
toward fulfillment of the 40-hour threshold of
the Initial Training. The Core Curriculum
will not count toward the 16-hour threshold
of continuing Competency Based Training.
(9) To support its effectiveness, each depart-
ment shall ensure through its programs, sys-
tems and procedures that equal employment
opportunity and upward mobility objectives
are implemented as part of its supervisory
and management career development process.
Each individual employee shall have respon-
sibility to effectively use, for personal self-
growth and career development, the training
opportunities provided.
(10) The 24 competencies identified by STAC
are as follows:
(A) Accountability: The ability to accept
all responsibilities of the job and assigned
tasks. Components of this competency can
include holding self and others accountable
for delivering quality products, assuring
effective controls are developed and/or main-
tained so organizational integrity is main-
tained, acting decisively to modify activities
to better promote customer service and/or
quality of programs and pursuing all assign-
ments with the philosophy that the responsi-
ble individual must follow through to com-
pletion if the project is to be successful;
(B) Computer Literacy: The ability to use
provided computer technology to enhance the
quality of work and programs. Components
of this competency can include possessing
sufficient knowledge and comfort concerning
computer applications and telecommunica-
tions. It also includes the ability to interact
effectively with internal and external contacts
and to stay informed about technological
advances and their potential impact or value
to work activities;
(C) Creative Thinking: The ability to
develop new insights into situations and apply
innovative solutions that make improvements.
Components of this competency can include
the ability to encourage innovation and cre-
ativity among others;
(D) Customer Service: The ability to re-
main focused on understanding, anticipating
and responding to the internal and external
needs of customers. Components of this com-
petency can include the ability to see cus-
tomer satisfaction as the number one priority
and to maintain sensitivity to the require-
ments of customers through personal involve-
ment and a continuous drive for feedback;
(E) Decisiveness: The ability to make
timely and effective decisions with available
information or knowledge and within your
own authority. Components of this competen-
cy can include the ability to take calculated
risks even in uncertain situations, perceive
the impact/implications of decisions, and
CODE OF STATE REGULATIONS
3
M
ATT
B
LUNT
(4/30/01)
Secretary of State
Chapter 6Management Training
1 CSR 20-6 assume responsibility for the results of deci-
sions even if unpopular;
(F) Financial Management: The ability to
administer financial resources in a manner
that instills public trust and accomplishes the
departments mission. Components of this
competency can include overseeing allocation
of financial resources, preparing and/or justi-
fying budgets or expenditure requests, and
overseeing procurement and contracting pro-
cedures;
(G) Flexibility: The ability to accept
change and to cope with job pressure and
stress. Components of this competency can
include the ability to adapt behavior and work
methods in response to new information,
changing conditions or unexpected obstacles.
It includes the ability to actively solicit infor-
mation and views from others and use the
input to make change occur, and adjust to
multiple demands and shifting priorities with
minimal disruption and stress;
(H) Influencing: The ability to persuade
others to buy into a course of action. Com-
ponents of this competency can include the
ability to network with key individuals or
groups to accomplish goals and promote the
organization to others, and to inspire others
so as to create enthusiasm and a desire to suc-
ceed within others;
(I) Integrity: The ability to behave in a pro-
fessional, fair and ethical manner toward oth-
ers and instill mutual trust and confidence.
Components of this competency can include
the ability to follow through on commit-
ments, act in a manner consistent with val-
ues, demonstrate a sense of responsibility and
commitment to sound ethics, and encourage
high standards of behavior in others;
(J) Mediating: The ability to address and
resolv