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Newsletter.jul 11


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Newsletter.jul 11

  1. 1. Volume 1, Issue 6 July 2011 Force Development Highlights The force development newsletter for all Air Force employees... A I R F O R C E M A T E R I E L C O M M A N D SITES OF Supervisors are Key to Air Force Retention INTEREST:  Supervisor Resource Center S upervisors are critical in attracting and retaining our most important asset - people - in this very competitive business world. To illustrate this point, I’ll the next three years. Instead of allowing me to lan- guish, he would sit me down, pump me up, and send me back out the door. He wasn’t simply focused on my share a personal, first-hand account. personal development though. He also never allowed  Professional Development me to forget about the mission, which could have been Guide easy to do given the course load. He pushed me to As an enlisted member, I was nearing the end of my  ACQ NOW second enlistment and was faced with a very difficult focus on my daily duties, study for, and make the next decision. I could reenlist and continue my enlisted enlisted rank, finish my 7 level Career Development  Air Force Personnel career; I could apply for Officer Training School Course, and complete my 7 level school. All of these Services (OTS); or I could separate from the Air Force and start could have been lost with a lesser supervisor. Ulti- a civilian career. After significant personal reflection, I mately, I was selected for OTS and the rest is history.  My Development Plan decided to separate from the Air Force. I was serious  APDP Information Trifold enough that I flew from Germany to interview for a job. The moral of this story is to get involved in your em- For many, that would be the end of the story. ployee’s career progression, while keeping them fo- cused on the mission. Inform them of the plethora of However, I was blessed with a number of great supervi- development opportunities available to them. If they sors who took an interest in my Air Force career. In- appear to be struggling, discuss it with them and deter- stead of allowing me to quietly leave the service, a mine an appropriate way forward. Feedback is golden. AFMC Force Development young 2nd Lieutenant sat me down and discussed my4375 Chidlaw Road, Rm N208 goals, took a look at my current situation and spent the Beyond that, continue with your personal education as WPAFB, OH 45433 next two days discussing viable options. In the end, we a supervisor. There are many tools available to you as agreed to push for my degree and apply for OTS. If I a supervisor to enable you to grow. A great place to wasn’t selected, I’d still separate from the Air Force, begin your search is the Supervisor Resource Center at but I’d have my degree and be better off for it. ON THE WEB Again, for many this could be the end. Enter supervi- You never know when you may be given the opportu- sor number two. I was going to school 5 days a week nity to shape someone’s career and influence their deci- and things became challenging at different points over sion to remain with the Air Force. T h r e e S t e p s t o P l a n n i n g F o r m a l T r a i n i n g Y o u r D e v e l o p m e n t P l a n sP rofessional development should be an ongoing process to ensureemployees are staying current - if not supervisor. Review those personal capabilities and job requirements and discuss the right mix of institutional T here are so many different plans available to civilians, it can be confusing. There are Individual Development Plans, My Development Plans, and Airman Development Plansone step ahead. Planning for continu- competencies. Identify and discuss to name a few. Last month’s issue focused on ADPs and howous development must be anchored to short- and long-term professional they’re used. This month, we’ll focus on Formal Trainingthe organization’s mission, goals, goals. Plans (FTPs).objectives, and needs, as well as betied to the member’s career goals. Step Three: How do you get there? FTPs are required when an employee is selected to a position Create an Individual Development with potential for non-competitive promotion to a higher grade.Step One: Where are you? Identify Plan using the Civilian Leadership The hiring supervisor is required to develop the FTP and ensureyour personal capabilities and your Development Continuum (shown on it’s added to the position fill action. The FTP will include thejob requirements. Determine your page 2). Review the development Knowledge, Skill, and Abilities (KSA) required for the higherleadership development level and opportunities to achieve professional grade, the expected level of proficiency in each KSA, and howidentify and reflect on personal capa- goals and close the gap between per- that level will be measured. It will also include functional andbilities and job requirements. This is sonal capabilities and job require- institutional competencies to be developed during the period ofwhere you take a close, hard look at ments. Then determine, along with the plan. It will include the number of hours and expectedwhere you believe you are in your your supervisor, the training, educa- completion date for each developmental activity leading to adevelopment. tion and assignment experiences KSA or competency. The plan will be signed by the supervisor needed to reach your professional and the employee. The employee, the supervisor, and theStep Two: Where do you want to goals. Be sure to track your progress servicing Force Development Specialist should each have abe? Discuss your thoughts with your as you strive to reach your potential. copy of the plan. Send story ideas or suggestions to
  2. 2. Volume 1, Issue 6 Page 2T he Civilian Leadership Development Continuum (shown above) and the initiatives it describes is intended to drive a change inculture and empower civilians and their supervisors to participate pro- level as civilians enter the Air Force with different levels of education, training, and experience.actively in their professional development. The programs in gray are foundational development programs designed to close the skill and competency gaps that existed in civilian develop-The continuum is rooted in doctrine and mapped to institutional compe- ment. These include: New Employee Orientation, self-developmenttencies, providing a roadmap of education, training, and experience tools, and non-resident Professional Military Education. The programsopportunities that guide your professional development. Remember, in blue are more targeted opportunities designed to deliver focusedcivilian development is a personal choice and depends on your desire to institutional competencies and leadership skills. These include: leader-seek increased leadership opportunities. Use the continuum as a guide ship training courses, experiential focused learning and higher levelas you plan your professional development. strategic leadership programs.The continuum incorporates the Air Force leadership levels—Tactical As previously mentioned, programs are situated on the continuum ac-Expertise, Operational Competence, and Strategic Vision. It is read cording to their level of program oversight. As you move upward alongfrom bottom to top and left to right. Programs are situated on the con- the right side of the continuum, the levels of program oversight in-tinuum based on the level of institutional competencies delivered and crease. For example, program quotas at the Career Field Manager/the level of Air Force oversight for selection for development. In gen- Career Field Team level are managed by your Career Field, and infor-eral, you can use your grade to determine where you would look for mation regarding these programs will come from your Career Field.development opportunities on the continuum. If you’re a GS 1-8/ Additionally, programs at the Air Force level, e.g., in-residence Inter-equivalent member, you would look at the tactical level; a GS 9-13/ mediate Developmental Education and Senior Developmental Educa-equivalent, you would look at the operational level; and a GS 14-15/ tion, are selected by respective boards and disseminated through Airequivalent, you would look at the strategic level. A civilian grade map- Force document linking civilian career groups and grades to one of threeleadership development levels is available on the AF Portal under Force Please note the continuum is not a checklist guaranteeing promotion.Development. This will help you target those programs most likely to Instead, it is a guide to be used as you’re planning your career path.deliver the competencies you need for development. For more information, go to Air Force Portal > Life and Career > MyEntry into the continuum is at the bottom and can be at any leadership Development Plan.