Air Force Personnel Center

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
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View from the Top
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Force Development
AF Priorities
SAF/FM Priorities
Develop and Care for
Airmen and their Families
• Ensure Airmen possess the
Developing and Empowering
FM Professionals
• Prepare FM Airmen to carry out full
appropriate skills to conduct joint
operations in air, space, and
cyberspace
• Sustain deployed & home
station quality of service
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
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Force Development and
Management Structure
SECAF / CSAF
Force Management & Development Council
Functional Authority
Formal
Formal organizational
organizational
structure
outlined
in in
structure
outlined
AFIAFI
36-2640
36-2640
Advisory
Council
Functional Manager
Career Field Manager
Development Team
Assignment Team
Individual /
Chain-of-Supervision
Right Person, Right Place, Right Time
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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
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Force Development
Individual’s Role
Supervisor’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)







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
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Force Development
Information & Roadmaps
Civilian
Corporate & Technical
Officer & Enlisted
Right Person, Right Place, Right Time
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FM Force Development Primer
2010 Edition
 Updated every 2 years (2010 Blue Edition
distributed at PDI)




Military & Civilian development roadmaps
Experience
Education & Training
Great
Leadership
Mentor/Mentee
Tool
 Learning Catalog
 FM Distance Learning
Center (FM DLC)
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
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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
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DoD Civilian Leader Development Framework
Leading
Change
Leading
People
Results
Driven
Business
Acumen
Building
Coalitions
Enterprise-Wide
Perspective
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.
Joint Perspective
Definitions
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.
Competencies
Creativity and Innovation
Conflict Management
Accountability
Financial Management
Political Savvy
External Awareness
Leveraging Diversity
Decisiveness
Influencing/Negotiating
Strategic Thinking
Developing Others
Entrepreneurship
Human Capital
Management
Vision
Team Building
Customer Service
Flexibility
Problem Solving
Resilience
Technical Credibility
Partnering
Technology Management
Computer Literacy
-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
Fundamental Competencies
● Interpersonal Skills ● Written Communication
These competencies are the foundation for
success in each of the core competencies. Right Person, Right Place, Right Time
● Integrity/Honesty
● Oral Communication
● Continual Learning
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● Public Service Motivation
Vision
External Awareness
Strategic Thinking
Political Savvy
Lead the
Global Perspective
Institution
National Security Strategy
Technology Management
Financial Management
Creativity and Innovation
Partnering
Lead
Entrepreneurship
National Defense Integration
National Security Environment
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
Flexibility
Resilience
Continual Learning
Service Motivation
Computer Literacy
Organizations/
Programs
Lead People
Lead Teams/Projects
Integrity/Honesty
Interpersonal Skills
Customer Service
Oral Communication
Problem Solving
Written Communication
Technical Credibility
Mission Orientation
Right Person, Right Place, Right Time
Lead Self
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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
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Force Development Timeline
• AY 12 Civilian Development
Education (CDE) Call (includes
Defense Senior Leader
Development Program
• AY 12 CDE
(DSLDP)
packages due to
• Civilian Strategic Leader
AFPC (1 May)
Program (CSLP) Call
Jan
Feb
Mar
Apr
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)
May
Jun
• AY 12 AF
CDE Board
• CSLP
Director
Screening
Board (DSB)
Jul
Aug
Summer DT
• CDE packages
• Career Broadening
Outplacement
• CSLP candidates
FM CFT
• Sends out Airman
Development Plan
(ADP) call
Right Person, Right Place, Right Time
Sep
• CSLP
Bidding/Matching/C
SAF Approval
• DSB candidates
selected & notified
Oct
Nov
Dec
Fall / Winter DT
• ADP packages
• Vectoring
• Career Broadening
Outplacement
• CDE follow-on
assignments
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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
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Evaluation Tools
FACTOR
WHAT IS EVALUATED
Performance
Career Brief, endorsement, appraisal
Professional Qualities
Endorsement
Leadership/Job Responsibility
Career brief, endorsement, resume
Depth and Breadth of Experience
Career brief, resume
Specific Achievements
Endorsement, resume
PME/Education
Career brief, resume
Post-utilization (follow-on assignment)
Employee statement, endorsement,
Functional DT review , CDP (if available)
Appropriateness of training at this stage
of candidate’s career
Framework, career brief, Developmental
Team comments/recommendations
How can you update your career brief?
Right Person, Right Place, Right Time
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How to Update Your Career Brief
System or Office
of Primary
Responsibility
Prof Military
Education (PME)
Academics,
Certifications,
Registrations
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
(45+ days to process)
Fax certificate &
OPM OF 612 to:
DSN 665-2937
(45+ days to process)
Local Civilian
Personnel Office
OPM OF 612
OPM OF 612
(60+ days to process) (60+ days to process)
Right Person, Right Place, Right Time
Experience
History, Skill
Codes, etc.
OPM OF 612
(60+ days to process)
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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
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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
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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
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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
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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
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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
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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
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And Now for the Quiz…
1. The FM Strategic Plan…
a.
b.
c.
Provides retirement financial planning advice
Encourages the use of a financial planner when planning for retirement
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.
b.
c.
d.
Be accountable for your personal development
Be an active participant in your development
Work with your supervisor to establish a development plan
All of the above
Right Person, Right Place, Right Time
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Air Force Personnel Center
Right Person, Right Place, Right Time
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