1240                                Laws of Maryland                        [Ch. 580

(1)    Exchange of training information.—Each department shall,
upon the request of the Secretary, or at such time in such manner as
it deems appropriate, inform the Secretary and such departments
as may be especially concerned of new, different or particularly suc-
cessful training practices or materials which it develops or acquires.

(j) In-service training.—(1) Authorization of In-Service Train-
ing. (A) Department heads are assigned operating authority and
responsibility for in-service training. This authority and respon-
sibility may be redelegated within their departments.

(B) Department heads are authorized to approve the partici-
pation of their employees in interagency training programs and may
pay for the necessary expenses of such training. This authority may
be redelegated within departments.

(2)    Determination Requirements. Out-service training may be
used only after determination by the department concerned that
there is no in-service training within the State agencies which is
readily available and which can reasonably be used.

(3)    Training Resources. Department heads and their adminis-
trative personnel at all levels should give continuing attention to
building a reservoir of talent and resources, to meet a progressively
large number of training needs. In developing resources, consid-
eration should be given to those described immediately below:

(A)    Supervisor: The supervisor is the most important resource
in meeting training needs. A recognized integral part of the job
supervision is that of guiding and assisting employees to learn how
to do their jobs more efficiently and to develop their potential to the
fullest extent possible. The supervisor is the one individual who
knows most about the people he manages and the job he controls,
and in this respect is the best resource for on-the-job instruction.
The qualities that presumably prompted his selection for a super-
visory position should make him more receptive to guidance in meth-
ods of instructions than others in his organizational unit. Quite
often, the work performed is of such a specialized nature that only
those who do it or supervise it are qualified to teach it. In addition,
there is a positive psychological benefit to be derived from the coach-
learner relationship when the supervisor guides and aids his em-
ployees in learning how to do their jobs more effectively. No phase
of the training program can succeed unless all supervisors and man-
agers discharge their training responsibilities. Therefore, the most
fruitful training activity that can be carried on is that which will
prepare managers at all levels to bring about increased competence
among the work force.

(B)    Skilled and experienced employees: When it is not possible
for the supervisor to do all the on-the-job training himself, use can
be made of experienced and skilled employees under the guidance of
the supervisor responsible for the work. It is imperative, however,
that individuals chosen to do the training be selected with care.
Using experienced and skilled personnel as a training resource in no
way relieves the supervisor of his training responsibilities. It merely
provides him with assistance in meeting the training needs of the
employees assigned to his organizational unit. Planning what train-
ing is to be given, to what employees and when it is given, is a key
management responsibility.