The document summarizes the role of Command Career Counselors in assisting sailors through the transition process. It outlines that Counselors should initiate pre-separation counseling and the Individual Transition Plan (ITP) 9-12 months from separation. Sailors are required to complete the Transition GPS curriculum, ITP checklist, and CAPSTONE event. Counselors verify sailors have the required documentation to attend Transition GPS and provide additional counseling as requested. The ITP and use of resources like Transition GPS help sailors develop career plans and transition successfully to civilian life.
It is the new mandated initiative by the Department of Defense as the upgraded Transition Assistance Program (a.k.a. TAP) to direct and guide Active Duty military in reaching their Goals (G), make Plans (P), and be Successful (S) in their new chosen path.
The document summarizes the operational transformation of an IT organization facing financial distress over 5 phases from 2009 to 2011. Key steps included ITSM training, capacity and availability reporting, resource planning, reorganizing around ITSM principles, launching an integrated ITSM suite, and establishing a network operations center. Results included moving to the top 10% on benchmarks, increasing customer satisfaction by 16%, and reducing SLA exceptions by 77%.
The document discusses a center-wide facilities planning review conducted by NASA's Johnson Space Center from 2007-2009. The review aimed to capture a comprehensive facilities listing, assess budgets tied to facilities utilization, and support risk-based decisions regarding facility closeouts, consolidations and funding. In FY2007, the initial assessment was conducted through interviews and spreadsheets. This identified a need for more input from facility planners and management. In subsequent years, a database called JFReD was created to better capture and report facilities information to support strategic planning across the agency. The review process continued to be refined with the goals of comprehensive data collection and linking facilities utilization to overall center master planning.
SCMClub is a non-profit supply chain management club founded in 2004 with over 2000 members. It holds regular events on topics like outsourcing, enhancing supply chains, and career development. The club is run by a committee and chapters in major Chinese cities. It provides networking opportunities and shares best practices. Companies can sponsor events to promote their brands and reputation among SCM professionals.
It is the new mandated initiative by the Department of Defense as the upgraded Transition Assistance Program (a.k.a. TAP) to direct and guide Active Duty military in reaching their Goals (G), make Plans (P), and be Successful (S) in their new chosen path.
The document summarizes the operational transformation of an IT organization facing financial distress over 5 phases from 2009 to 2011. Key steps included ITSM training, capacity and availability reporting, resource planning, reorganizing around ITSM principles, launching an integrated ITSM suite, and establishing a network operations center. Results included moving to the top 10% on benchmarks, increasing customer satisfaction by 16%, and reducing SLA exceptions by 77%.
The document discusses a center-wide facilities planning review conducted by NASA's Johnson Space Center from 2007-2009. The review aimed to capture a comprehensive facilities listing, assess budgets tied to facilities utilization, and support risk-based decisions regarding facility closeouts, consolidations and funding. In FY2007, the initial assessment was conducted through interviews and spreadsheets. This identified a need for more input from facility planners and management. In subsequent years, a database called JFReD was created to better capture and report facilities information to support strategic planning across the agency. The review process continued to be refined with the goals of comprehensive data collection and linking facilities utilization to overall center master planning.
SCMClub is a non-profit supply chain management club founded in 2004 with over 2000 members. It holds regular events on topics like outsourcing, enhancing supply chains, and career development. The club is run by a committee and chapters in major Chinese cities. It provides networking opportunities and shares best practices. Companies can sponsor events to promote their brands and reputation among SCM professionals.
This document discusses the risks of geotagging photos and using location-based social media when one is in the military. It notes that geotagged photos and check-ins on apps like Foursquare can reveal sensitive information like locations of military bases or troop movements. The document provides tips for protecting operational security, such as turning off GPS metadata in photos and location services on phones when one is engaged in military operations. Revealing location data could damage missions and endanger lives.
This document establishes policy and procedures for determining eligibility of regular and reserve military personnel for separation pay upon involuntary discharge from active duty. It outlines the criteria for full or half separation pay, including requirements for years of active service, characterization of separation, reason for separation, and agreement to serve in the ready reserve. It also provides details on computing active service time and the amounts of separation pay.
This document provides an overview of military and government educational benefits available to service members and veterans. It discusses the original GI Bill signed in 1944 which provided education, home loans, and unemployment benefits to WWII veterans. Over 7.8 million veterans participated in education programs and 2.4 million received home loans. The GI Bill transformed the US by increasing wealth and home ownership. It established that education is the best investment. Today's Montgomery GI Bill continues this legacy and provides billions for veterans' education and training. In addition to GI Bill benefits, veterans have access to huge pools of other scholarship money. The document emphasizes that understanding how to pursue these opportunities requires knowing how the "scholarship game" is played and examines common misconceptions about
The attached PTS Plain Talk gives Sailor the breakdown of PTS and address the different factor they can control. It is highly recommended that this be printed and distributed to all Sailors, and include this as part of CDB process. This checklist puts the responsibility on the Sailor to get educated on all their options, it starts at check-in and goes through entire PTS process (to include the algorithm) .
The document provides an overview of changes and enhancements made in the Career Management System/Interactive Detailing MU1B-4 release delivered in April 2010. Key updates include masking sailors' social security numbers, adding special program flags, modifying physical fitness assessment flags, and including gender specific gates. Help resources and relevant NAVADMIN messages are also outlined.
Perform To Serve (PTS) is a long term force shaping tool that aids in leveling out manning between overmanned and undermanned ratings while managing the quality of reenlistment applicants by controlling the authority for reenlistment.
Sailors must have an approved PTS reservation prior to reenlisting, receiving SRB, or negotiating orders.
The document outlines the Transition Assistance Program (TAP) which includes pre-separation counseling, the Transition GPS workshop, and the Individual Transition Plan (ITP) that career counselors help separating service members develop. It details requirements like completing the DD Form 2648 (Service Member Pre-Separation/Transition Counseling) no later than 90 days before separation and attending the Capstone event within 90 days of separation. The DD Form 2586 (Verification of Military Experience and Training) provides a listing of a service member's job skills, training, and experience acquired during service.
NCCET December Webinar - Restructuring Continuing Education and Corporate Tra...NCCET
The Lone Star College CE and Corporate Training Divisions centralized the operations of 5 separate training divisions 3 years ago into two separate entities. Two years later, a reevaluation, with the collaboration of a consultant from NCCET, shaped the new structure and roles of the continuing education personnel as a more effective and streamlined organization focusing on operations, serving students and program/curriculum development to address workforce needs in a time of tightening budgets.
The document discusses a post-Enlisted Retention Board engagement with fleet commands to discuss the reasoning behind the board, its results, and next steps. It provides an overview of the board process, including eligibility criteria and conduct, as well as post-board actions like conversions and benefits for sailors not retained. Leadership will further discuss manning efforts and answer policy questions.
The document provides a summary of Carolyn Johnson's qualifications, including her objective, education, certifications, and professional experience. It details her experience as a Scrum Master, Team Lead, and Application Developer working with various organizations. Her roles involved facilitating Agile/Scrum processes, managing teams, full software development life cycles, and production support. She has experience working with mainframe and open systems technologies as well as offshoring teams.
It is the new mandated initiative by the Department of Defense as the upgraded Transition Assistance Program (a.k.a. TAP) to direct and guide Active Duty military in reaching their Goals (G), make Plans (P), and be Successful (S) in their new chosen path.
- This presentation provides an overview of an extended stay system business model.
- It discusses topics such as ownership structure, objectives, investment, vision, marketing analysis, operations management, and financial analysis.
- The business aims to provide long stay accommodation across 25 locations in Andhra Pradesh, focusing on the budget segment that currently lacks quality standardized options.
- This presentation provides an overview of an extended stay system business model.
- It discusses topics such as ownership structure, objectives, investment details, vision, marketing analysis, operations management, and financial analysis.
- The business aims to provide long stay accommodation across 25 locations in Andhra Pradesh, focusing on the budget segment that currently lacks quality standardized options.
Using Six Sigma to Drive Tangible Service Desk Improvement and SavingsITSM Academy, Inc.
Kirk Holmes, itSMF USA National Capital President Emeritus, President of Holmes and Associates, will present his experience with using Sig Sigma to answer the question; How do you reduce Service Desk costs, improve quality, and fulfill the Service Desk mission?
This document summarizes a presentation on managing the transition from traditional waterfall development to agile development. It discusses:
1) How agile development turns traditional roles and responsibilities upside down, with product owners defining goals and teams defining how to achieve them.
2) The journey of evolving teams and roles, including tensions that arise when new agile teams operate within a larger plan-driven organization. Key moments involved settling into scrum roles, prioritizing work, failing early, and dealing with dependencies.
3) Continuous improvements were made to agile methods and tools over time to better visualize work, reduce waste from dependencies, and improve productivity and outcomes.
How do you survive the radical shift towards inversion of responsibility and ...Thoralf J. Klatt
Lean and agile transformation - how do you survive the radical shift towards inversion of responsibility and control while staying accountable for results?
ManageAgile, Berlin, Oct 2012
Speakers: Wolfgang Hilpert and Thoralf Klatt, AGT International
Speech tendency: Agile project management
Day and time: Wednesday, October 17th 2012, 3:40 pm - 4:25 pm
Abstract: In times of #management30 Agile leaders drive and support a radical shift towards inversion of responsibility and control while staying accountable for results and a healthy company ecosystem. Along with this (r)evolution in management philosophy comes a subtle change of how monitoring an organization’s success works in a beneficial manner, avoiding misleading metrics and resulting dysfunctional behavior. Join this session to hear how AGT International manages the balance between empowering development utilizing their skills and insight while aligning constraints and managing to achieve joint goals of the company.
Reference to the management: This session will look into leadership guidance for and monitoring progress of agile development teams with focus on areas such as:
* Validated Stakeholder Feedback (What has been delivered?)
- Appreciated Business Value
- Validated User Centered Design and Experience
- Established Customer Visibility and Trust
* Transparency (Be honest, knowing where you really are)
- Automation and Coverage Dashboard
- CI Radiator
- Reflect on and strive towards reducing Technical Debt
* Agile Development Process
- Predictability, e.g. Minimize Deviation between projected and accepted User Stories
- Process Maturity Dashboard
* Competence Development
- Team Flow
- Personal Development Plans
We leverage practical examples from our daily practice to illustrate opportunities for reuse within other companies.
Paychex provides a one-source solution for industry-leading labor management across the entire employee lifecycle. Their solution includes professional one-on-one service, on-site training, and administrative support to help with recruiting, hiring, taxes, HR portal/self-service, time/payroll management, performance, and separation. Paychex aims to provide flexibility, control, ease of use, reliability, and cost-effectiveness.
The document provides recommendations for a sustainable staffing model at Ivy Tech Community College. It analyzes staffing ratios across 10 functional areas and 14 campuses. Key findings include a lack of integrated planning tying campus growth to staffing. Recommendations include implementing a master staffing plan with gap analysis and prioritization, and integrating staffing plans with facilities, technology and other plans through a decision-making model. Short-term recommendations include merging bursar and financial aid, combining business functions, and examining merging tutoring and academic advising.
This document provides guidance for Navy career counselors and outlines the key elements of an effective Navy Career Development Program (CDP). It describes how to establish and manage a Career Development Team (CDT) to ensure all sailors receive career counseling and guidance. The document emphasizes the importance of the chain of command's support and involvement in the CDP. It provides details on setting up a CDT, conducting regular training and meetings, performing career counseling through Career Development Boards, and managing sailors' career progress using various programs and timelines. The overall goal is for every sailor to make well-informed career decisions with the Navy's support.
This document provides an update on the Navy's Personnel/Pay Modernization efforts. It discusses the history of failed modernization attempts and the current strategy to improve personnel and pay systems through a staged approach using the NSIPS platform. Stage 1 focuses on reducing complexity and increasing audit readiness. Stage 2 improves quality of personnel services. Stage 3 enhances decision making. Key initiatives include transitioning labor-intensive functions to NSIPS, reengineering processes, and establishing an authoritative data environment. Training and addressing financial/audit issues are also priorities. The timeline outlines FY13-14 projects and business process evaluations and requirements. Input is sought on targeting the right areas for most significant improvement.
This document discusses online communities and their benefits for organizations. It provides an overview of an online community consulting service that helps organizations develop thriving online communities for competitive advantage. The service guides organizations through scoping the business case, building a community platform, developing membership, and ongoing community management to achieve business goals. It also outlines primary community purposes, benefits and ROI metrics. Finally, it presents a roadmap for building a community through pre-launch planning, launch, growth, performance management and enhancement phases.
The document discusses problems with traditional 401(k) plans, including fiduciary responsibilities being a burden on employers, redundant efforts in administration, and paper waste. It notes conflicts of interest in some provider arrangements and issues with participant investment behavior. The document advocates evaluating 401(k) plans critically and asking whether current practices help or hurt the business and employees. It introduces TomorrowsK as offering a next generation 401(k) plan that could better benefit organizations by taking on fiduciary, administrative, and investment oversight responsibilities.
This document discusses the risks of geotagging photos and using location-based social media when one is in the military. It notes that geotagged photos and check-ins on apps like Foursquare can reveal sensitive information like locations of military bases or troop movements. The document provides tips for protecting operational security, such as turning off GPS metadata in photos and location services on phones when one is engaged in military operations. Revealing location data could damage missions and endanger lives.
This document establishes policy and procedures for determining eligibility of regular and reserve military personnel for separation pay upon involuntary discharge from active duty. It outlines the criteria for full or half separation pay, including requirements for years of active service, characterization of separation, reason for separation, and agreement to serve in the ready reserve. It also provides details on computing active service time and the amounts of separation pay.
This document provides an overview of military and government educational benefits available to service members and veterans. It discusses the original GI Bill signed in 1944 which provided education, home loans, and unemployment benefits to WWII veterans. Over 7.8 million veterans participated in education programs and 2.4 million received home loans. The GI Bill transformed the US by increasing wealth and home ownership. It established that education is the best investment. Today's Montgomery GI Bill continues this legacy and provides billions for veterans' education and training. In addition to GI Bill benefits, veterans have access to huge pools of other scholarship money. The document emphasizes that understanding how to pursue these opportunities requires knowing how the "scholarship game" is played and examines common misconceptions about
The attached PTS Plain Talk gives Sailor the breakdown of PTS and address the different factor they can control. It is highly recommended that this be printed and distributed to all Sailors, and include this as part of CDB process. This checklist puts the responsibility on the Sailor to get educated on all their options, it starts at check-in and goes through entire PTS process (to include the algorithm) .
The document provides an overview of changes and enhancements made in the Career Management System/Interactive Detailing MU1B-4 release delivered in April 2010. Key updates include masking sailors' social security numbers, adding special program flags, modifying physical fitness assessment flags, and including gender specific gates. Help resources and relevant NAVADMIN messages are also outlined.
Perform To Serve (PTS) is a long term force shaping tool that aids in leveling out manning between overmanned and undermanned ratings while managing the quality of reenlistment applicants by controlling the authority for reenlistment.
Sailors must have an approved PTS reservation prior to reenlisting, receiving SRB, or negotiating orders.
The document outlines the Transition Assistance Program (TAP) which includes pre-separation counseling, the Transition GPS workshop, and the Individual Transition Plan (ITP) that career counselors help separating service members develop. It details requirements like completing the DD Form 2648 (Service Member Pre-Separation/Transition Counseling) no later than 90 days before separation and attending the Capstone event within 90 days of separation. The DD Form 2586 (Verification of Military Experience and Training) provides a listing of a service member's job skills, training, and experience acquired during service.
NCCET December Webinar - Restructuring Continuing Education and Corporate Tra...NCCET
The Lone Star College CE and Corporate Training Divisions centralized the operations of 5 separate training divisions 3 years ago into two separate entities. Two years later, a reevaluation, with the collaboration of a consultant from NCCET, shaped the new structure and roles of the continuing education personnel as a more effective and streamlined organization focusing on operations, serving students and program/curriculum development to address workforce needs in a time of tightening budgets.
The document discusses a post-Enlisted Retention Board engagement with fleet commands to discuss the reasoning behind the board, its results, and next steps. It provides an overview of the board process, including eligibility criteria and conduct, as well as post-board actions like conversions and benefits for sailors not retained. Leadership will further discuss manning efforts and answer policy questions.
The document provides a summary of Carolyn Johnson's qualifications, including her objective, education, certifications, and professional experience. It details her experience as a Scrum Master, Team Lead, and Application Developer working with various organizations. Her roles involved facilitating Agile/Scrum processes, managing teams, full software development life cycles, and production support. She has experience working with mainframe and open systems technologies as well as offshoring teams.
It is the new mandated initiative by the Department of Defense as the upgraded Transition Assistance Program (a.k.a. TAP) to direct and guide Active Duty military in reaching their Goals (G), make Plans (P), and be Successful (S) in their new chosen path.
- This presentation provides an overview of an extended stay system business model.
- It discusses topics such as ownership structure, objectives, investment, vision, marketing analysis, operations management, and financial analysis.
- The business aims to provide long stay accommodation across 25 locations in Andhra Pradesh, focusing on the budget segment that currently lacks quality standardized options.
- This presentation provides an overview of an extended stay system business model.
- It discusses topics such as ownership structure, objectives, investment details, vision, marketing analysis, operations management, and financial analysis.
- The business aims to provide long stay accommodation across 25 locations in Andhra Pradesh, focusing on the budget segment that currently lacks quality standardized options.
Using Six Sigma to Drive Tangible Service Desk Improvement and SavingsITSM Academy, Inc.
Kirk Holmes, itSMF USA National Capital President Emeritus, President of Holmes and Associates, will present his experience with using Sig Sigma to answer the question; How do you reduce Service Desk costs, improve quality, and fulfill the Service Desk mission?
This document summarizes a presentation on managing the transition from traditional waterfall development to agile development. It discusses:
1) How agile development turns traditional roles and responsibilities upside down, with product owners defining goals and teams defining how to achieve them.
2) The journey of evolving teams and roles, including tensions that arise when new agile teams operate within a larger plan-driven organization. Key moments involved settling into scrum roles, prioritizing work, failing early, and dealing with dependencies.
3) Continuous improvements were made to agile methods and tools over time to better visualize work, reduce waste from dependencies, and improve productivity and outcomes.
How do you survive the radical shift towards inversion of responsibility and ...Thoralf J. Klatt
Lean and agile transformation - how do you survive the radical shift towards inversion of responsibility and control while staying accountable for results?
ManageAgile, Berlin, Oct 2012
Speakers: Wolfgang Hilpert and Thoralf Klatt, AGT International
Speech tendency: Agile project management
Day and time: Wednesday, October 17th 2012, 3:40 pm - 4:25 pm
Abstract: In times of #management30 Agile leaders drive and support a radical shift towards inversion of responsibility and control while staying accountable for results and a healthy company ecosystem. Along with this (r)evolution in management philosophy comes a subtle change of how monitoring an organization’s success works in a beneficial manner, avoiding misleading metrics and resulting dysfunctional behavior. Join this session to hear how AGT International manages the balance between empowering development utilizing their skills and insight while aligning constraints and managing to achieve joint goals of the company.
Reference to the management: This session will look into leadership guidance for and monitoring progress of agile development teams with focus on areas such as:
* Validated Stakeholder Feedback (What has been delivered?)
- Appreciated Business Value
- Validated User Centered Design and Experience
- Established Customer Visibility and Trust
* Transparency (Be honest, knowing where you really are)
- Automation and Coverage Dashboard
- CI Radiator
- Reflect on and strive towards reducing Technical Debt
* Agile Development Process
- Predictability, e.g. Minimize Deviation between projected and accepted User Stories
- Process Maturity Dashboard
* Competence Development
- Team Flow
- Personal Development Plans
We leverage practical examples from our daily practice to illustrate opportunities for reuse within other companies.
Paychex provides a one-source solution for industry-leading labor management across the entire employee lifecycle. Their solution includes professional one-on-one service, on-site training, and administrative support to help with recruiting, hiring, taxes, HR portal/self-service, time/payroll management, performance, and separation. Paychex aims to provide flexibility, control, ease of use, reliability, and cost-effectiveness.
The document provides recommendations for a sustainable staffing model at Ivy Tech Community College. It analyzes staffing ratios across 10 functional areas and 14 campuses. Key findings include a lack of integrated planning tying campus growth to staffing. Recommendations include implementing a master staffing plan with gap analysis and prioritization, and integrating staffing plans with facilities, technology and other plans through a decision-making model. Short-term recommendations include merging bursar and financial aid, combining business functions, and examining merging tutoring and academic advising.
This document provides guidance for Navy career counselors and outlines the key elements of an effective Navy Career Development Program (CDP). It describes how to establish and manage a Career Development Team (CDT) to ensure all sailors receive career counseling and guidance. The document emphasizes the importance of the chain of command's support and involvement in the CDP. It provides details on setting up a CDT, conducting regular training and meetings, performing career counseling through Career Development Boards, and managing sailors' career progress using various programs and timelines. The overall goal is for every sailor to make well-informed career decisions with the Navy's support.
This document provides an update on the Navy's Personnel/Pay Modernization efforts. It discusses the history of failed modernization attempts and the current strategy to improve personnel and pay systems through a staged approach using the NSIPS platform. Stage 1 focuses on reducing complexity and increasing audit readiness. Stage 2 improves quality of personnel services. Stage 3 enhances decision making. Key initiatives include transitioning labor-intensive functions to NSIPS, reengineering processes, and establishing an authoritative data environment. Training and addressing financial/audit issues are also priorities. The timeline outlines FY13-14 projects and business process evaluations and requirements. Input is sought on targeting the right areas for most significant improvement.
This document discusses online communities and their benefits for organizations. It provides an overview of an online community consulting service that helps organizations develop thriving online communities for competitive advantage. The service guides organizations through scoping the business case, building a community platform, developing membership, and ongoing community management to achieve business goals. It also outlines primary community purposes, benefits and ROI metrics. Finally, it presents a roadmap for building a community through pre-launch planning, launch, growth, performance management and enhancement phases.
The document discusses problems with traditional 401(k) plans, including fiduciary responsibilities being a burden on employers, redundant efforts in administration, and paper waste. It notes conflicts of interest in some provider arrangements and issues with participant investment behavior. The document advocates evaluating 401(k) plans critically and asking whether current practices help or hurt the business and employees. It introduces TomorrowsK as offering a next generation 401(k) plan that could better benefit organizations by taking on fiduciary, administrative, and investment oversight responsibilities.
The document provides guidance on getting started with SugarCRM. It outlines the typical project plan phases of discovery, planning, execution, and closing. It also lists critical success factors for a SugarCRM implementation including technical decisions, strategic decisions, project team, configurations, programming, reporting, data migration, integrations, testing, training, and ongoing enhancements. The document then provides best practices for SugarCRM configurations, workflows, reports, data quality, optimizing homepages and layouts/searches, using web to lead forms, and more. It emphasizes planning, involving the team, configuring to specific needs, and regularly reviewing processes.
Using Six Sigma to Drive Service Desk Improvementskirkholmes11
In this talk, the speaker provides an overview of Lean Six Sigma and walks through a case study that used the techniques to improve an IT Service Desk.
This document outlines an action plan and marketing presentation for a hotel project. It covers topics such as business models, operational processes, pre-opening tasks, product details, location strategies, SWOT analysis, pricing, marketing analysis, target customers, and promotional strategies. The goal is to provide a comprehensive overview of the key considerations for planning and marketing an exclusive hotel
Presentation of Pedro Castro Henriques, CEO of Strongstep about the possibility of using both CMMI and Kanban.
- Organization
- Context
- Critical success factors
- Problems / Issues
- Solutions (improvements made)
- Lessons learned
Similar to Transition GPS Part 2 career counselor crash courses (20)
Organizations such as Coast Guard, Facebook, Amazon, Department of Defense has a career service provider that helps members make good career decisions and transition enhancing morale and focus on doing a better job in their current position. A lecture and proposal to Coast Guard.
Dr. Astro talks about the importance of Personal wellness and discusses the holistic approach in career counseling in making good personal decisions in life.
Humans can often determine a lot about other people just by looking at their faces and bodies. Subtle cues like facial expressions, posture, and clothing choices unconsciously provide clues about personality traits, emotions, intentions, social status, and more. While quick judgments based on appearance alone can be inaccurate, research shows that people tend to form initial impressions about others based primarily on visual information.
This document discusses cultural intelligence (CQ) and how it relates to age and generational culture. It provides links to resources on defining CQ and the pros and cons of diversity as well as a blog post about technologists and CQ, suggesting CQ is important for understanding differences between age groups and cultures.
Tony Astro has experience in career counseling, human resources, business ownership, and diversity training. He has traveled to over 30 countries and volunteers in his community. The document discusses how the Internet of Things will impact customers, innovation, competitors, work styles, and cultural intelligence. It suggests using social media, video, blogs, mobile phones, networking, and other online tools to connect, create, celebrate, collaborate, contact, and communicate in this new digital landscape.
This document contains announcements and advertisements for a series of talks called "FusionTalk" held bi-monthly that last 15 minutes each and cover topics related to business, career, and culture. The talks are free for members of ABAHR and open to all, and are sponsored by various groups and individuals. They are held at different locations in Virginia Beach.
1. Here is something you already know. People like to get free stuff. What kind of people? well, new prospects who need to become aware of your company or services loyal customers who deserve to be appreciated and employees who have gone the extra mile.
2. How about others? Well, trade show visitors love advertising specialties and so do the more than 6 out of 10 people who enjoy receiving their mail every day
3. In fact, the direct marketing association says you can double your response rates with lumpy envelopes containing small items because they make people curious and like we said everyone likes free stuff.
4. Here at Mvoss Creation we have access to thousands of promotional products to fit any budget or company. Better still we can show you how to save time and money by helping you match the right things to the right people for the right occasions that’s what we call flexibility
5. But are logoed items really effective? you bet. Logoed items can promote your company much longer than most other forms of advertising. The advertising specialty institute says promotional items are kept for an average of seven months and more than 60% get passed along to someone else plus they’re memorable - nearly 90 percent of recipients are able to recall the company name on their promotional products.
6. Best of all they’re affordable to business of all sizes delivering a fantastic return on investment of course to get these great results you need to find a great local product
7. Contact Mvoss Creation about totes, backpacks and caps or functional desk accessories, calendars, USB drives and more.
8. There truly is something for everyone Mvoss Creation your convenient one stop source for practical cost effective marketing and print solutions with the power of promotional items to bring your brand to life and Market your Visuals to Optimize your Social & Services of your company, events or your brand contact Mvoss Creation today.
Military & Veteran Career Issues
What challenges and issues do I foresee facing the veteran and military affiliated student population? What role would CHIEFPRENEUR play as the coordinator?
10 minutes presentation
Tony Astro gave a 10 minute briefing on 3 undergraduate degrees: Bachelor of Science in Business, Bachelor of Arts in Christian Ministry, and Bachelor of Arts in Animation. He described the career opportunities, program requirements, and contact information for each degree. The Business degree focuses on principles, theory, and real-world experience to prepare students for careers in fields like marketing, human resources, and accounting. The Christian Ministry degree teaches the Bible, communication, and discipleship to prepare students for church roles and nonprofit work. The Animation degree utilizes advanced technology and software to train students for careers in areas such as game design, animation, and graphic design.
Eligibility Communicating with the board Pre board Membership Quotas Tools of the board Not Presented to Board Members What the Board Considers Board Process Overview Post Board Process Special boards Common Issues/FAQs/MythsEnl advancement board brief for pers 803 webpage (feb 10 2015)
This is directed at all of my Reserve Component Chief Petty Officer shipmates:
“Do you want to take COMMAND? Can you be entrusted to stand tall under pressure? If you are a Chief then the answer must be a resounding “Aye, Aye!” Would you like to drill/serve your country past the maximum 30 years of TIS allowed for enlisted personnel? Do you have what it takes to wear "eagles" on your collar or be a CWO5? Would you like to increase your retirement pay by 50% or even 100%?
If you are an E-7 through E-9 with the desire to reach for one of the most demanding and satisfying positions in the Navy, the Limited Duty Officer or Chief Warrant Officer Commissioning Program may be for you.
The RC LDO/CWO program is actively seeking candidates with the “right stuff”. The RC CWO program is in particular need of support from the CPO mess. We are approximately 50% manned in our RC CWO inventory and we are losing folks almost as fast as we are “making” them. The RC LDO situation is a bit better, but not by much. So the fleet has an incentive to get as many highly qualified candidates into those billets as possible.
If you are a Reserve Component Chief Petty Officer and are interested in the RC LDO/CWO program, then now is the time to take the next step.
The following designator/career fields are OPEN:
623X (LDO SUB REPAIR)
626X (LDO SUB ORDNANCE)
628X (LDO SUB ELEX)
629X (LDO SUB COMMS)
633X (LDO AV MAINT)
641X (LDO ADMIN)
642X (LDO INFO PRO)
645X (LDO INTEL)
649X (LDO SECURITY)
653X (LDO CEC)
711X (SURF DECK CWO)
712X (SURF OPS CWO)
713X (SURF REP CWO)
715X (SEAL CWO)
716X (SURF ORD CWO)
717X (SWCC CWO)
742X (INFO TECH CWO)
744X (INFO WARFARE CWO)
745X (INTEL CWO)
Any interested applicants should take a look at the attached program flyer for more information. Anyone that does NOT already have an RC LDO/CWO mentor to assist with application preparation and the interview appraisal process should immediately contact our Recruiting Action Officer for assistance: CWO2 Richard Townsend: richard.townsend@navy.mil
Applications are due NLT 01OCT2015, so time is running short. The fleet needs you now. I am "living proof" of what the program offers. It worked for me and it can work for you too. Please pass the word.
R,
CAPT Jim Elizares ("commissioned CPO", Anchors earned in 1985)
RC LDO/CWO Community Leader “Mustangs Earn it Everyday”
jameselizares@yahoo.com
james.f.elizares@navy.mil
*** No College Required: Active Duty Commissioning or Officers Program: LDO/CWO *** If you are an E-7 through E-9 with the desire to reach for one of the most demanding and satisfying positions in the Navy, the Limited Duty Officer or Chief Warrant Officer Commissioning Program may be for you.http://www.npc.navy.mil/…/LDO%20and%20CWO%20Recruit%20Your%…
The document discusses eligibility requirements and benefits of the Post-9/11 GI Bill. Key points include:
- To receive full benefits, members must have at least 36 months of qualifying active duty service. Lesser amounts provide reduced benefits.
- Benefits include payment of tuition and fees at public and private colleges, books and supplies stipends, housing allowances, and licensing exam reimbursement.
- The GI Bill can now be transferred to dependents if the service member commits to additional years of military service.
This document provides instructions for requesting access to the CIMS system. It outlines the steps to open an internet browser and navigate to the NSIPS login page, where a CAC is required for authentication. It describes selecting "CIMS Departmental/Divisional Career Counselor" and filling out fields with name, email, phone and justification. Requestors are also instructed to select the appropriate CIMS UIC and notify a CCC once access is approved so sailors can be assigned.
The Career Tools Afloat (CTA) page replaced "NKO at Sea" and provides access to Navy eLearning (NeL) Afloat, Electronic Training Jacket (ETJ) Afloat, and FLTMPS Afloat. When Internet is available, it also provides links to systems ashore.
This document summarizes updates from a September 2014 Navy College newsletter. It outlines changes to Navy Tuition Assistance (TA) policy in NAVADMIN 190/14, including allowing TA use in the first year and reimbursement requirements for failing grades. It also provides tips for TA success, information on the Department of Defense Memorandum of Understanding (MOU) with education providers, and details the new Postsecondary Education Complaint System. Contact information is given for local Navy College Offices and the Virtual Education Center.
This document provides an overview of the Exceptional Family Member Program (EFMP) for command points of contact. It discusses the history and goals of EFMP, common myths about the program, benefits of enrollment, eligibility criteria, the enrollment process, categories of enrollment, and responsibilities of command EFMP points of contact. Contact information is provided for EFMP liaisons and medical coordinators who can assist with the program.
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We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
Transition GPS Part 2 career counselor crash courses
1. MSC Career Counselor Crash Courses
http://www.public.navy.mil/BUPERS-NPC/CAREER/TRANSITION/Pages/TAP.aspx
NCC(AW/SW/SCW) Astro
Slides are effective as of January 2012. The intent of this shortened slide is to accommodate those who needs a very quick snapshot of new Navy policy
and not intended to replace the actual NPC Slides. Visit www.facebook.com/careerwise to get the updated slides. To view unedited slide click this link:
http://www.public.navy.mil/bupers-npc/career/careercounseling/HotPress/Documents/TGPS%20CCC%20TRN%202%20JAN(a).ppt
2. Command Career Counselors Role
in the Transition Process
• Pre-Separation Counseling (DD Form 2648)
– Initiate the ITP
– Schedule Transition GPS
– Schedule VA Brief (for those exempt from Transition GPS)
– Update Career Decisions section of CIMS
• Verify SNM has required documentation to attend GPS
– Completed DD Form 2648/2648-1
– VA E-benefits registration
– Individual Transition Plan (ITP) with Block 1 initiated
• Provide additional counseling assistance as requested
– Document CAPSTONE completion date
– Verify ITP completion
• Document Career Readiness Standards met
Need continued support of Command Career Counselors
2
3. Pre-Separation Counseling
• Pre-separation should be conducted 9-12 months
from EAOS
• Per NAVADMIN 300/11 All 2648/2648-1s have to
be completed via the DMDC website
www.dmdc.osd.mil/tap
– Print a copy and have member sign it, two copies to
member and maintain one for your retain file
3
5. Member’s Role
• To complete the transition
process, member must complete (at a
minimum):
– Pre-Sep Counseling
– Transition GPS Core Curriculum
– DD Form 2958 ITP Checklist
– Complete CAPSTONE Event
Personnel attend Transition GPS or TAP with the following required
pre-requisites:
(1) Completed DD Form 2648/ DD Form 2648-1
(2) VA E-benefits registration
(3) Individual Transition Plan (ITP) template (with a block 1 initiated)
5
6. Documentation
• Personnel attend Transition GPS or TAP with the following required
pre-requisites:
(1) Completed DD Form 2648/ DD Form 2648-1
(2) VA E-benefits registration
(3) Individual Transition Plan (ITP) template (with a block 1 initiated)
• It is recommended they bring the following documentation for their
own personal use during various modules of the class.
(1) Copy of Career Interest Assessment from O*Net "Interest Profiler“
(2) Copy of VMET
(3) Copy of most recent LES
(4) Copy of Evals/FITREPS
(5) SMART transcript and training record
(6) A copy of your credit report (personal use)
6
7. Changes to DD FORM
2648
Updated copy of pre-sep counseling script is available at on the TAP
• 11. DOL Employment Workshop mandatory unless exemption criteria is met.
• 11.d. Inform Service members that “Hire Vets First” is obsolete, check N/A.
• 15.a. VA Benefits Briefing is mandatory, checking “NO” not an option.
• 17. Member must develop a12-month post separation budget during PFM Seminar in Transition GPS.
• 18. Active Component must complete a continuum of Military Service opportunity counseling as part
of their CRS.
• 19. VA briefing mandatory, check “YES”
• 20 & 21. Members no longer have the option of checking “NO” to VA brief. DTAP is part of the VA
Benefits Briefing 1 and 2.
• 25. Standardized ITP required. Complete Section 1, Block 1 of the ITP, “Personal Assessment”.
7
8. Individual Transition Plan (ITP)
• Print and issue all six blocks of ITP to
Service member during pre-sep
counseling.
8
9. DD Form 2958 ITP
Checklist
• Section I – Member Information (completed by CCC w/mbr)
• Section II, III & IV – To be completed by member as they
work through their ITP
• http://www.dtic.mil/whs/directives/infomgt/forms/eforms
/dd2958.pdf
9
10. Navy Transition Career Development Life Cycle Delivery Model
Separate
Accession Career Progression Retire
RC Affiliation Retire
Recruit Training “A” School First Duty Station Significant Life Events Reenlistment/Promotion Transition
•eBenefits •Personal Financial •Financial Counseling •Career Coaching •Professional Development •Pre-separation Counseling
•Personal Finance Management •Career Development •Family Benefits Review •Financial Planning •Individual Transition Plan
•Education/Career Planning •College Credits Boards •Family Career Assistance •Career Development •Transition GPS
•Certification/Licensure •Individual Development •Mobilization Boards •CAPSTONE
Plan •Demobilization
Career Development Board
•Within 30 days of reporting onboard first duty station
•6, 12, 18 months after reporting onboard
•Annually thereafter
•Coordinated effort of entire chain of command
Education
Sailor Career Toolbox Employment
•Develop and manage career
•Navy eLearning
•Official Military Personnel File
•Physical Readiness Information Management Retirement
•Navy COOL System
•USMAP •Navy Awards
•SMART Transcript •Career Management System/Interactive
•SMOLAA Detailing
•Electronic Service Record •Fleet RIDE/Perform To Serve
•Electronic Training Jacket
10
A qualified Sailor is a sought after employee
11. http://www.public.navy.mil/bupers-npc/career/careercounseling/HotPress/Documents/TGPS%20CCC%20TRN%202%20JAN(a).ppt
Questions?
Further questions may also be posted and answered
at www.facebook.com/careerwise
NCC(AW/SW/SCW) Astro
Slides are effective as of January 2012. The intent of this shortened slide is to accommodate those who needs a very quick snapshot of new
Navy policy and not intended to replace the actual NPC Slides. Visit www.facebook.com/careerwise to get the updated slides.
Editor's Notes
NCC(AW/SW/SCW) AstroSlides are effective as of January 2012. The intent of this shortened slide is to accommodate those who needs a very quick snapshot of new Navy policy and not intended to replace the actual NPC Slides. Visit www.facebook.com/careerwise to get the updated slides.
Counseling shall include at a minimum:VA e Benefits registrationIssuing of DD Form 2958 (ITP checklist) and ITPITP block 1 to be initiatedDiscuss required documentation for attending TGPS/TAPSchedule member for TGPS or VA Benefits (for exempt members only)Attendance at legacy TAP suffice for meeting the requirements of VOW Act/VEI.
Plan Type - “SEP” (Separation), “FLT” (Fleet Reserve) and RET (Retirement) will bring up the Transition Section.2. Planned Date - The date of Separation, Fleet Reserve or Retirement. Only one plan type and date allowed at a time. Plan Type, Date and All Other GPS Fields can be updated until the Planned Date passes, after that a new plan will need to be created. 3. GPS Required If yes, # 4 will be hidden.If no, # 4 is required to be entered.4. GPS Exemption - Since exemption policy was not published at release only 2 place holders are available Demobilized Reservist and Hospitalized. 4 other Exemptions created and can be activated upon publication of policy.5. GPS Scheduled Checkbox – updated when the Sailor has a confirmed seat.6. DD 2648 – Date the Sailor’s DD 2648 was completed7. ITP Completed – Date the Sailor’s ITP was completed8. GPS Completed – Date the GPS Course was completedCapstone Completed – Date the Capstone Course was completed. 10. Career Readiness Indicator – Checked when all requirements of GPS Transition have been completed (The Date Checked is stored in background for reporting if needed.
Complete pre-separation counseling. Pre-separation counseling begins at least 9-12 months before separation Complete the Transition GPS Core Curriculum. If required, select and complete one of the three optional Transition GPS tracks based on CRS. Complete DD Form 2958 ITP Checklist and applicable blocks of ITP. Attain CRS based on which employment or education/technical training goal he or she intends to pursue after military service.Complete Capstone event.Capstone event must be completed no later than 90 days before separation.
Personnel attend Transition GPS or TAP with the following required pre-requisites:(1) Completed DD Form 2648/ DD Form 2648-1 (2) VA E-benefits registration (3) Individual Transition Plan (ITP) template (with a block 1 initiated) In addition, to assist members in meeting Career Readiness Standards (CRS) and to obtain the most benefit from the course, it is recommended they bring the following documentation for their own personal use during various modules of the class.(1) Copy of Career Interest Assessment from O*Net "Interest Profiler“ (2) Copy of VMET (3) Copy of most recent LES (4) Copy of Evals/FITREPS (5) SMART transcript and training record (6) A copy of your credit report (personal use)
The ITP is an evolving document that is reviewed and modified throughout the entire transition process.Complete page 1 of block 1 with member. Attach DD Form 2648/2648-1 (as appropriate) to ITP. Inform member to bring ITP to Transition GPS and update accordingly.ITP will be reviewed by Command Representative during Career Readiness verification.
Section I – Member Information (completed by CCC w/mbr)Block 8/9 required for documentation of ExemptionsSection II, III & IV – To be completed by member as they work through their ITPBold items indicate CRS and must be met based on member’s desired trackALL required to meet blocks 10, 13, 14, 15(AC) and 20Employment track - additional blocks 15, 16, 17, 19, 22, 23Educational track - additional blocks 19, 25, 26, 27 Section II, III & IV – To be completed by member as they work through their ITPBolded item indicate CRS and must be meet based on members desired trackALL required to meet blocks 10, 13, 14, 15(AC) and 20Employment track additional blocks- 15, 16, 17, 19, 22, 23Educational track additional blocks- 19, 25, 26, 27Section V – Required for those at risk of not attaining employment or educational goals after separation.Section VI – Upon review of sections II-IV and member’s ITP the Transition Counselor and member’s command representative must verify whether or not CRS has been met.Either FFSC Staff or CCC may sign block 32a; block 33a must be signed by member’s command. Ensure DD Form 2958 and DD Form 2648 are filed in member’s service record.
NCC(AW/SW/SCW) AstroSlides are effective as of January 2012. The intent of this shortened slide is to accommodate those who needs a very quick snapshot of new Navy policy and not intended to replace the actual NPC Slides. Visit www.facebook.com/careerwise to get the updated slides.For comment & questions on this crash course slide contact NCC(AW/SW/SCW) Astro: (757) 443-5839http://www.public.navy.mil/bupers-npc/career/careercounseling/HotPress/Documents/TGPS%20CCC%20TRN%202%20JAN(a).pptFor general policy questions on official policies contact OPNAV (N135): Mr. Perry Christiansen - (901) 874-4372/DSN 882-4372, perry.christiansen@navy.mil or Mr. Tom Albert - (901) 874-4254/DSN 882-4254 tom.albert@navy.milFor specific execution questions, contact CNIC (N91): Ms. Rise Ruhl - (202)433-6763/DSN 288-6763; rise.ruhl1@navy.mil