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Monday, 6/30/97 Students aren't the only ones who attend class STAFF: UCLA employees can take workshops to enhance career skills

By Cindy Choi Daily Bruin Contributor UCLA is an educational institution and not just for students. The Staff and Development unit, a subgroup of the Campus Human Resources (CHR), aims to train and equip the staff with personal and professional skills. This center coordinates workshops and courses in which more than 15,000 staff members are eligible to participate. Participants and instructors say that the classes increase staff skills and provide a social aspect for UCLA employees. The classes are organized under categories such as administrative procedure, personnel policy, professional and career development, communication, and self-development. A major goal is to "provide the best support system for faculty and students," says Linda Newcomb, the training coordinator of the Staff and Development unit. She maintains that the program makes a tremendous positive impact not only on the staff as a way to develop skills for their own career, but on the entire campus itself. The benefits from this extensive instructional opportunity are numerous and direct. The program translates to a highly competent staff who are able to do their jobs more efficiently and in turn are able to service the students and the faculty, attested Newcomb. The training brings about a "recognition factor" of staff's importance, which serves to "improve morale," said Kay Miller, manager of Personnel Services of CHR. Because the program acknowledges the value of training, it highlights the critical role of the staff at UCLA. The unit's offerings promote the personal and career development of staff members. One participant, Rosemary Chavoya, regards the dozens of classes she has taken as the "avenue to progress and advancement" in her 15 years as a career staff member. Chavoya is the director of Student Services in the department of psychology. Her overall assessment of the program is overwhelmingly high, noting that it has been essential to her career. She adds that it has also encouraged her "to face challenges outside the university." Other participants mention benefits of the staff development programs. "(They) have helped me in a lot of different ways, in applying what I learned in classes to my work and in different situations," said Sheila Summerville, office manager of Labor Occupational Safety and Health. Established in the early '70s, the unit has evolved and expanded to meet the changing needs of the diverse campus. The computer classes are extremely popular and are often in short supply. These classes help staff react to growing administrative requirements for technological expertise. In the computer workshops, the staff receives training in small classes with individual state-of-the-art computers. The courses have taught Chavoya "an understanding of technology" which she finds indispensible in "both the work place and personal life." Occasionally, even faculty take the computer classes. The unit offers courses year-round, including Summer Quarter, maintained by the voluntary interest and participation of the staff. The published course catalog, analogous to the students' schedule of classes, exceeds 30 pages each quarter during the regular scholastic year. The self-supporting program is funded from course fees of $10-$15. Around 4,500 employees take classes yearly. Miller reports that the "unit, the offerings and the utilization are expanding." The feedback has been affirmative for the Staff and Development unit. At the end of the course, participants fill out an evaluation form rating the instruction, the content and other aspects in order to determine the effectiveness of the class and to find out what needs reform. The responses are "very favorable," noted Newcomb, ensured that the unit is realizing its goals. "The staff development programs have been essential to my career growth. Because of the program I have clarified my goals and have accomplished them," Chavoya said. The lessons of personal development such as time management and negotiating skills have been practical, she said. Classes helped Summerville "pinpoint the areas that need improvement" and to use the knowledge everyday. Another dimension, affirms Newcomb, is that the classes "give staff a chance to get away from work and to meet fellow employees" as well as to become familiar with UCLA. Summerville welcomes the social aspect as "a chance to meet people in different departments and to network." The faculty and students constitute an obvious productive segment of the university. However, the staff actively contribute to the campus. "In order for the university to maintain its excellence, the staff employees must meet the challenge," Miller asserted. Previous Daily Bruin Story New program to help UCLA staff advance careers, January 22, 1996

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