Role of an employee in a Self-development is directed related to the will of the Department or agencies to have professionals, highly educated and trained professional working for them. A fewer agencies, departments or business will leave the employee by himself, without the necessary support to grown professionaly

Some Agencies will leave the process of professional evolution under the motivation and thirst to manage the obstacles of time, and financial support on the hands of the Employee. It will be up to the employee to arrange and plan his professional development, by the way this system of management is an invitation for failure and professional stagnation, due to external factor that will prevent professional to looking for improvements, and being satisfied with the job that he or she has.

Modern Departments or agencies will be the employees’ partner; they will invest and plan the individuals development, just leaving the rest for the employee own will to succeed. Nowadays promotions and raises are based on the most developed and competent candidates. Naturally it is expected that the employee will initiate the process of self-improvement. Because professional stagnation will lead the individual to less important positions, fewer promotions and most important less money or a poor resume.

Below it is described three organizations and their view about the topic on employee self-development.

Researching at the Department of interior website, it is expected from the department employees initiative and Self-development efforts to be initiate a funded by individual. Self-development efforts are initiated and funded by the employee and are normally completed during non-duty hours. In some cases, however, accommodations may be made if an employee wishes to attend an education, training or developmental activity during duty hours, especially if it has the potential of increasing the employee's contributions to the mission. For example, the employee's hours of duty, work schedule, or lunch period may be changed temporarily to allow for self-development activities.
The objective and to have employees capable of meeting changing requirements if the Department employees have expectations of life-long learning and take ultimate responsibility for their professional growth and self-development. Supervisors can affect both ending by working with employees to identify training and development needs and by encouraging participation in the continuing educational activities of schools and professional associations. http://www.doi.gov/hrm/pmanager/ed6a.html Continuous Learning is critical to self-development.
The concept of continuous learning for contracting professionals is designed to ensure that, in addition to meeting the minimum statutory requirements for training, education and experience, a mechanism is in place to encourage and promote professional development throughout an entire career. Continuous learning ensures the highest degree of professionalism in the Contracting and Acquisition Career Program; workforce learning must be continuous throughout an individual's career. Professionals should participate in continuous learning activities throughout their careers to maintain currency in their specialties; develop competency in more than one acquisition career field; keep abreast of policies and programs; be exposed to the most advanced management principles and practices in the public and private sectors; pursue advanced technical, business and managerial degrees; and, prepare to assume critical, key technical, managerial and leadership positions. Offering training, education, experience, and leadership. This plan provides a continuum of education, training and experiential opportunities which build upon one another. Once certification requirements at a specific level are achieved, continuous learning activities should become the focus. Attaining certification standards takes precedence, but Individual Development Process must support continuous learning beyond the certification baseline.
Self-development is the planned, progressive, and sequential program followed by employees to enhance competencies and sustain job growth and satisfaction. Self-development has three interrelated spheres: (1) professional development; (2) leader-development; and (3) managerial-executive development. Resting on a firm foundation of technical competency, professional self-development consists of individual study through research, reading, practice, self-assessment, and professional association. In addition to the mandated training outlined in the MTP, employees at all levels are encouraged to undertake self-development activities, including formal education and participation in professional/community associations. These opportunities will increase knowledge, improve competence in their area of interest, and offset any limitations identified in the career planning process. This is a voluntary effort initiated and conducted by the employee. Active interest in self-development generally indicates that an employee has a strong desire to achieve planned career goals. Employees are encouraged to take advantage of self-development opportunities at all levels. Supervisors should consider self-development a factor in selecting individuals for promotion. Many self-development activities may be credited, with the supervisor's agreement, toward Continuous Learning Points. Professional self-development is achieved by supplementing formal training with membership in professional associations, research, and professional reading. Although training, seminars, and workshops offered by professional organizations are not always reflected in the individual development process, participation in these activities is valuable to the employee as a source of self-development, and in some cases may be used to meet Continuous Learning Point requirements. Membership in professional associations is encouraged as a means of obtaining current knowledge in one's career field. Trade associations and professional societies publish literature that contains a wide range of technical information not readily accessible to the general public. There is a professional reading list available on the internet. Members are encouraged to review that reading list to identify specific readings the individual might find interesting and professionally rewarding. Attendance at annual meetings and conferences provides an opportunity to exchange ideas and concepts with colleagues employed in private industry and other agencies. There are two services of professional associations that should be utilized by acquisition professionals: professional certification or licensing and continuing education programs. http://dasapp.saalt.army.mil/profdev/sec08.html Self-Development is taking personal responsibility for one's own learning and development through a process of assessment, reflection, and taking action. Self-development is a process of continually update skills and to remain marketable in the workplace, and a determinant to a future career direction.
There are some ways to develop this process and they are: Assessing current skills and interest through paper-and-pencil career tests or through computer programs that analyze skills and interests; Maintain a learning log or diary to help you analyze what you are learning from work experiences; Writing a personal vision and mission statement of related to the individual environment and professional work place; Developing a personal development plan that identifies your learning needs and goals; Finding a mentor who can provide you with support, advice, and assistance in your career direction; Becoming involved in professional organizations and reading professional journals and trade magazines to keep current on the latest developments in your field.
Examples:

Federal Agencies
Many Federal agencies such as the General Accounting Office and the Department of Education have Career Resource Centers that give employees access to resource materials and computer programs to analyze their learning and career development needs.
Department of Health and Human Services
The Department of Health and Human Services (HHS) has installed a computer-based career interest and skill inventory program that can be accessed by employees in selected field sites, as well as used in the headquarters Career Resource Center. Employees trained to provide help with the program and minimal career counseling are available at all sites. Professional career counselors provide more extensive counseling over the phone to field personnel. HHS' approach enables personnel to take charge of their own development and to think through their goals and skill needs. This approach also provides counseling or additional help as needed to support the individual.
Also it is the Department responsibility to provide the tools for employees self development, some tools and to this learning process are associated with the organization of the department. Here is some strategies that will help the self development process:
Job Rotation is a career development strategy where an individual temporarily moves laterally into an established or "shadow" position. An employee may complete a series of Job Rotations. A Special Assignment is a learning strategy in which the individual performs temporary duties on a full-time or part-time basis. These temporary duties may be performed within the individual's current organization or outside the organizational structure.
Special Assignment is being assigned to chair an ad hoc cross-functional team. Coaching is a learning technique that involves observing an individual at work and providing feedback to enhance performance or correct deficiencies.
Mentoring is a formal or informal relationship between senior and junior employees for the purpose of supporting learning and development. The mentor provides ongoing support, advice, and career direction to an individual. A mentor holds a higher position in the organization and is usually outside of the mentee's chain of supervision. Manager as Teacher is a learning strategy where managers view themselves as teachers and facilitators of the learning process. Each interaction is seen as a learning opportunity. Managers are also aware that they serve as powerful role models for individual learning.
Individual Development Plan (IDP) is a formal document that identifies an individual's learning and developmental goals. The manager and the individual jointly develop the IDP. This plan contains training, education, and development activities (formal and informal) to acquire the competencies needed to meet IDP goals.
Learning Groups (or teams) are gatherings of individuals who meet to focus on their own learning and development in a particular interest area such as information technology, public speaking, or career paths.
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