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Civ guidingprinciples

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Developing Airmen is one of the three Air Force priorities in organizing, training and equipping members to deliver air, space and cyberspace capabilities in support of our National Security and military objectives. Air Force civilians are a key part of the Total Force, the Department of Defense and the US Government. The Air Force must have a tailorable approach to civilian force development, which supports entry anywhere along the career continuum of employees who exhibit the highest level of leadership performance and have varying levels of education, training and experience. These guiding principles provide the framework for accomplishing the critical mission of developing high performing, high potential Air Force civilian employees. In addition, the guiding principles reinforce job performance as the priority and focus for development programs.

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Civ guidingprinciples

  1. 1. Civilian Force Development Guiding Principles May 2010I. OVERVIEWDeveloping Airmen is one of the three Air Force priorities in organizing, training and equippingmembers to deliver air, space and cyberspace capabilities in support of our National Security andmilitary objectives. Air Force civilians are a key part of the Total Force, the Department ofDefense and the US Government. The Air Force must have a tailorable approach to civilianforce development, which supports entry anywhere along the career continuum of employeeswho exhibit the highest level of leadership performance and have varying levels of education,training and experience. These guiding principles provide the framework for accomplishing thecritical mission of developing high performing, high potential Air Force civilian employees. Inaddition, the guiding principles reinforce job performance as the priority and focus fordevelopment programs.II. FORCE MANAGEMENT AND DEVELOPMENT GOALSDevelopment and management programs must synchronize and integrate planning,programming, budgeting, legislative, and policymaking activities within a corporate structureand through Force Development plans that are executed to maximize return on our investment inAirmen. Force Development requires the identification of requirements and programs needed toproduce the workforce capabilities to accomplish the Air Force mission. Civilian developmentprograms must follow Force Development strategies and policies that enable securing ofresources to: a. Identify and address significant workforce capability mismatches; b. Continuously assess the ability of Force Development programs and opportunities to meet interagency and joint organization needs; and c. Deliberately develop the force, especially those who show sustained, high level job performanceIII. CIVILIAN CAREER DEVELOPMENT PHILOSOPHYDevelopment of civilians is accomplished through a combination of education, training andexperience. Personal choice plays an important role in this development, and employees mustcommit to the development framework described in these guiding principles, includingcontinuing high level of job performance. In turn, the Air Force must support developmentalopportunities consistent with this framework. Civilian Career Development and life longlearning should: a. Focus on, and result in improving and enhancing job performance b. Adhere to the Continuum of Learning framework, synchronizing education, training and experience to achieve mission requirements c. Utilize various delivery options, including corporate-focused development, functional development and self-development d. Adopt appropriate best practices (e.g., industry, other government agencies, non-for- profit organizations), especially as they pertain to managing its leadership pipeline (e.g., using development teams to create succession plans; more formally establishing goals for filling various positions and levels with internal and/or external candidates)
  2. 2. IV. CIVILIAN FORCE DEVELOPMENT FRAMEWORKThe Force Development framework produces employees with the breadth and depth to performthe mission. The framework is built around two types of competencies required at various levelsand combinations throughout a member’s career. a. Occupational Competencies describe the knowledge, skills, abilities and other attributes required for a particular occupation or function. They are the responsibility of the functional authorities. b. Institutional Competencies span multiple functional communities and are those knowledge, skills, abilities, and other attributes all Airmen need to lead and manage the institution. They are a corporate responsibility.V. CIVILIAN FORCE DEVELOPMENT POLICIES AND INITIATIVESCivilian force development policies will: a. Actively embrace diverse sources of talent b. Encourage career progression c. Encourage attainment of breadth and depth of experience d. Encourage leadership experiences e. Recognize the importance of geographic and/or organizational mobility f. Recognize the value of Civilian Expeditionary experiences g. Ensure employees are intimately familiar with the AF and their role as civilians in providing air, space and cyberspace capabilities to achieve mission requirements h. Foster an environment that encourages advanced education and training i. Facilitate cross-flow of talented civilian employees across interagency and joint organizationsVI. CIVILIAN FORCE END STATEThe Air Force will continuously sustain a world-class and diverse civilian force that achievesmission requirements and is capable of: a. Performing institutional leadership roles in multiple environments b. Performing essential technical and occupational expertise c. Providing a competitive cadre of internal candidates prepared to fill key positions

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