Air Force Personnel Center Civilian Development Mr. Mike Cerda Chief, FM-Career Field Team
Today s Quiz Will Cover Force Development Career Development Your role in the development process Personnel initiatives Right Person, Right Place, Right Time 2
View from the Top AF Priorities 3 Force Development SAF/FM Priorities Develop and Care for Airmen and their Families Ensure Airmen possess the appropriate skills to conduct joint operations in air, space, and cyberspace Sustain deployed & home station quality of service Developing and Empowering FM Professionals Prepare FM Airmen to carry out full range of missions Provide FM skills and training Ensure timely, accurate & responsive financial operations to support commanders, Airmen & their families Provide AF leadership accurate insight to make informed AF family decisions Right Person, Right Place, Right Time 3
Force Development and Management Structure SECAF / CSAF Force Management & Development Council Functional Authority Advisory Council Formal Formal organizational structure structure outlined outlined in AFI AFI 36-2640 36-2640 Functional Manager Career Field Manager Development Team Assignment Team Individual / Chain-of-Supervision Right Person, Right Place, Right Time 4
Force Development Development Team (DT) Membership: SAF/FM, SAF/FMB, SAF/FMP, MAJCOM/FMs, ANG/FM, AFR/FM, COCOM Rep (rotates) Vector Military Officers & Civilians Select FM Civilian Development Education (CDE) candidates Select SQ/CC candidates Select candidates for any AF Special Programs Assignment Teams Support DT, Career Field Managers, Functional Managers & Functional Authority Liaison with the career field & AFPC Tuition Assistance FM PALACE Acquire Intern & Career Broadening programs Career counseling Right Person, Right Place, Right Time 5
Force Development Individual s Role Be accountable for personal development Conduct a self assessment to identify gaps/shortfalls Research available resources Set goals Consult with your supervisor to establish an annual career development plan (CDP) Seek additional assistance through your Assignment Team (AFPC/DPIBI) and Career Field Manager (SAF/FMEW) Supervisor s Role Work with employee to establish realistic developmental goals Clarify performance elements based on employee s work level, grade/band or supervisory role Identify organizational goals & future trends Assist in identifying gaps/shortfalls Track & record employee progress Verify completion of identified activities & training Encourage employee to apply learned skills in the workplace Provide accurate employee assessment GS-12 & above for DT All others (non-centrally managed) career counseling How do you build a development plan? Right Person, Right Place, Right Time 6
Force Development Information & Roadmaps Officer & Enlisted Civilian Corporate & Technical Right Person, Right Place, Right Time 7
FM Force Development Primer 2010 Edition Updated every 2 years (2010 Blue Edition distributed at PDI) Military & Civilian development roadmaps Experience Education & Training Leadership Learning Catalog FM Distance Learning Center (FM DLC) Great Mentor/Mentee Tool The Force Development Primer and other helpful information can be accessed via the FM Education & Training Community of Practice at: https://afkm.wpafb.af.mil/community/views/home.aspx?filter=21995 Right Person, Right Place, Right Time 8
DoD Tools DoD launched the FM Online and FM mylearn websites last month: https://fmonline.ousdc.osd.mil FM Online Answers the What s New in FM? Current information & articles on topics of interest across FM FM mylearn On-line data base of DoD FM professional training all at one site Provides a comprehensive e-catalog of FM training and professional development courses across DoD Right Person, Right Place, Right Time 9
DoD Civilian Leader Development Framework Leading Change Leading People Results Driven Business Acumen Definitions Building Coalitions Enterprise-Wide Perspective This core competency involves the ability to bring about strategic change, both within and outside the organization, to meet organizational goals. Inherent to the competency is the ability to establish an organizational vision and to implement it in a continuously changing and highly ambiguous environment. Balances change with continuity and addresses resistance. This core competency involves the ability to lead and inspire a multi-sector group [not only employees, (civilian and military) but also other government agency personnel at the Federal, State and local levels, as well as contractors and grantees] toward meeting the organization s vision, mission, and goals. Inherent to this competency is the ability to provide an inclusive workplace that fosters the motivation and development of others, facilitates effective delegation, empowerment, personal sacrifice, and risk for the good of the mission, as well as trust, confidence, cooperation and teamwork, and supports constructive resolution of conflicts. This core competency involves the ability to meet organizational goals and customer expectations. Inherent to this competency is stewardship of resources, the ability to make decisions that produce high-quality results by applying technical knowledge, analyzing problems, and calculating risks. This core competency involves the ability to manage human, financial, and information resources strategically. Inherent to the competency is the ability to devise solutions with an understanding of how to impact business results by making connections between actions and/or performance and organization goals and results, as well as external pressure points. This core competency involves the ability to build coalitions internally and within other Federal agencies, State and local governments, nonprofit and private sector organizations, foreign governments, or other international organizations to achieve common goals. This core competency involves a broad point of view of the DoD mission and an understanding of the individual or organizational responsibilities in relation to the larger DoD strategic priorities. The perspective is shaped by experience and education and characterized by a strategic, top-level focus on broad requirements, joint experiences, fusion of information, collaboration and vertical and horizontal integration of information. Creativity and Innovation External Awareness Strategic Thinking Vision Flexibility Resilience Conflict Management Leveraging Diversity Developing Others Team Building These competencies are the foundation for success in each of the core competencies. Accountability Decisiveness Entrepreneurship Customer Service Problem Solving Technical Credibility Competencies Financial Management Human Capital Management Technology Management Computer Literacy Fundamental Competencies Political Savvy Influencing/Negotiating Partnering Joint Perspective -Mission Orientation -DoD Mission and Culture -DoD Corporate Perspective -National Defense Integration -Global Perspective National Security -National Security Foundation -National Security Environment -National Security Strategy Interpersonal Skills Written Communication Continual Learning Right Person, Right Place, Right Time 10 Integrity/Honesty Oral Communication Public Service Motivation
Technology Management Financial Management Creativity and Innovation Partnering Entrepreneurship National Defense Integration National Security Environment Vision External Awareness Strategic Thinking Political Savvy Global Perspective National Security Strategy Lead the Institution Lead Organizations/ Programs Human Capital Management Leveraging Diversity Conflict Management Developing Others DoD Corporate Perspective National Security Foundation Team Building Accountability Decisiveness Influencing/Negotiating DoD Mission and Culture Lead People Lead Teams/Projects Flexibility Integrity/Honesty Interpersonal Skills Resilience Customer Service Oral Communication Continual Learning Problem Solving Written Communication Service Motivation Technical Credibility Mission Orientation Computer Literacy Right Person, Right Place, Right Time 11 Lead Self
Career Development Experience BASE LEVEL / CENTER / DRU / FOA / MAJCOM / WFHQ / JOINT / HQ Gain breadth locally / abroad Career Broadening Within FM Cross Functional / Service Deployment DoD civilian expeditionary workforce initiated in Sep 08 Civilian deployment opportunities/info are posted at: www.cpms.osd.mil/expeditionary Right Person, Right Place, Right Time 12
Force Development Timeline AY 12 Civilian Development Education (CDE) Call (includes Defense Senior Leader Development Program (DSLDP) Civilian Strategic Leader Program (CSLP) Call AY 12 CDE packages due to AFPC (1 May) AY 12 AF CDE Board CSLP Director Screening Board (DSB) CSLP Bidding/Matching/C SAF Approval DSB candidates selected & notified Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec FM CFT Sends AY12 CDE & CSLP Call to career field via List Server Message Work with DT to finalize follow-on assignments for graduating CDE attendees (goal) Summer DT CDE packages Career Broadening Outplacement CSLP candidates FM CFT Sends out Airman Development Plan (ADP) call Fall / Winter DT ADP packages Vectoring Career Broadening Outplacement CDE follow-on assignments Right Person, Right Place, Right Time 13
Career Development Bottom line YOUR career is YOUR responsibility Become an active participant it is never too early or too late to take control of your career Periodically review your career brief & keep a copy - do not wait until you apply and/or self-nominate to update Participate in the Civilian Development Plan (CDP) process Centrally managed positions at GS-12 and above Identify career goals, education & development preferences to leadership Receive supervisor & endorser input / feedback Communicate your goals to FM senior leadership (via the DT) Receive senior leadership feedback Be realistic when developing your plan So why is your career brief important? Right Person, Right Place, Right Time 14
Evaluation Tools Performance FACTOR WHAT IS EVALUATED Career Brief, endorsement, appraisal Professional Qualities Leadership/Job Responsibility Depth and Breadth of Experience Specific Achievements PME/Education Post-utilization (follow-on assignment) Appropriateness of training at this stage of candidate s career Endorsement Career brief, endorsement, resume Career brief, resume Endorsement, resume Career brief, resume Employee statement, endorsement, Functional DT review, CDP (if available) Framework, career brief, Developmental Team comments/recommendations How can you update your career brief? Right Person, Right Place, Right Time 15
How to Update Your Career Brief System or Office of Primary Responsibility Prof Military Education (PME) Academics, Certifications, Registrations Experience History, Skill Codes, etc. Electronic Civilian Records Update (ECRU) AFPC Secure Application (Self entry) AFPC Secure Application (Self entry) My Biz Defense Civ Pers Data Sys (DCPDS) Defense Civ Pers Data Sys (DCPDS) Air Force Manpower Agency (AFMA/MAHT) Fax certificate & OPM OF 612 to: DSN 665-2937 Fax certificate & OPM OF 612 to: DSN 665-2937 (45+ days to process) (45+ days to process) Local Civilian Personnel Office OPM OF 612 (60+ days to process) OPM OF 612 (60+ days to process) OPM OF 612 (60+ days to process) Right Person, Right Place, Right Time 16
Personnel Initiatives AF/A1 launched My Development Plan (MyDP) Access via the AF Portal: Life & Careers > Force Development (FD) > My Development Plan MyCDP MyEDP MyODP Allows employees regardless of grade to prepare a development plan Allows employee to identify/request a mentor to obtain feedback Be realistic when completing a development plan Single Staffing Tool (SST) 15 Nov 2010 Roll-out Resume based application process for internal & external candidates Provide responses to assessment questions Exception: AFMC bases, Luke AFB and Hulbert still using self-nominate process If you are considering a transition to civil service Right Person, Right Place, Right Time 17
Transitioning From Military to Civilian Career Current vacancies: USAJOBS at http://www.usajobs.gov/ FM occupational series include Any series beginning with 05 Some 0301, 0343 and 1515 jobs, announcement will state if FM Application process Submit resume Make it as easy as possible for staffing specialist to match your experience with the job requirements Use same words announcement uses for major duties and Knowledge, Skills and Abilities to describe your experience Do not use job titles or acronyms, describe work you did If have worked civil service jobs, include series and grade Submit supporting documents - if missing you will not be referred Copy of DD 214 to verify veteran status Copy of VA disability determination letter Copies of transcripts if applying for 0510 Accountant, 0511 Auditor, or 1515 Operations Research Analyst positions Right Person, Right Place, Right Time 18
Transitioning From Military to Civilian Career (cont.) Questionnaire make sure your answers match/support your resume Determine your hiring eligibility (different from qualifications) Veterans have 3 - include all you have Veterans Recruitment Appointment (VRA)30% Disabled Veteran Veterans Employment Opportunity Act of 1998 (VEOA) Information on managing the force within Congressional authorized end strength can be found at www.ask.afpc.randolph.af.mil Let s look at some helpful hints for all employees Right Person, Right Place, Right Time 19
USA Jobs Tips for the Application Process Create an account in USA Jobs Set-up automatic notification for job series & locations you are interested in - you will receive email when a position matches your criteria FM series/positions are all 05XX (except 0511 Audit), 1515, and some 0301 and 0343 positions Upload important documentation early, to include, but not limited to: Professional (1-2 page) Resume VA Letter/Documentation showing benefit DD Form 214 (veteran s only) Letters of Recommendation Right Person, Right Place, Right Time 20
USA Jobs Tips for the Application Process Build a resume now Do not wait until you find that perfect job announcement Keep in mind a non subject matter expert will review Avoid terms such as responsible for does not indicate action Avoid using job objectives Focus on action challenge, action taken, result Make sure your resume is current Be sure your resume and responses to application questions are consistent If your return to CONUS is approaching Right Person, Right Place, Right Time 21
Permanent Change of Station (PCS) Returning From Overseas Start looking for positions at 2 ½ year mark Ensure your resume is up-to-date on USA Jobs so you can apply when the time is right Reminder continue to Self Nominate through the AFPC Secure site for AFMC, Luke AFB and Hulbert positions At the end of your contract there are three options for your return to CONUS: Return to previous positions (if you have Return Rights) Apply for and be selected for position at CONUS base; you will be competing will other FMer s that apply Apply for PPP through CPO you will be offered first job you qualify for in the states Right Person, Right Place, Right Time 22
Helpful Information Subscribe to the FM List Server Used to provide current/updated career field information Send email to: lyris@afpclist.afpc.randolph.af.mil Subject line: Subscribe fmcfmt Will reject if there is content in the body of the email Contact the FM Career Field Team Telephone: DSN 665-2595 / Comm (210) 565-2595 Fax: DSN 665-6263 / Comm (210) 565-6263 Email General Inbox: afpc.fmccfp@us.af.mil PAQ Issues: fmpc.paq.admin@randolph.af.mil Right Person, Right Place, Right Time 23
And Now for the Quiz 1. The FM Strategic Plan a. Provides retirement financial planning advice b. Encourages the use of a financial planner when planning for retirement c. Maps AF priorities to FM priorities and creates metrics to track success in meeting priorities 2. Your role in the development process is to a. Be accountable for your personal development b. Be an active participant in your development c. Work with your supervisor to establish a development plan d. All of the above Right Person, Right Place, Right Time 24
Air Force Personnel Center Right Person, Right Place, Right Time 25