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 my
4375 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. https://afkm.wpafb.af.mil/src.
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 s
P rofessional development should
be an ongoing process to ensure
employees 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 Plans
one step ahead. Planning for continu- competencies. Identify and discuss to name a few. Last month’s issue focused on ADPs and how
ous development must be anchored to short- and long-term professional they’re used. This month, we’ll focus on Formal Training
the organization’s mission, goals, goals. Plans (FTPs).
objectives, and needs, as well as be
tied 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 ensure
your personal capabilities and your Development Continuum (shown on it’s added to the position fill action. The FTP will include the
job requirements. Determine your page 2). Review the development Knowledge, Skill, and Abilities (KSA) required for the higher
leadership development level and opportunities to achieve professional grade, the expected level of proficiency in each KSA, and how
identify and reflect on personal capa- goals and close the gap between per- that level will be measured. It will also include functional and
bilities and job requirements. This is sonal capabilities and job require- institutional competencies to be developed during the period of
where you take a close, hard look at ments. Then determine, along with the plan. It will include the number of hours and expected
where you believe you are in your your supervisor, the training, educa- completion date for each developmental activity leading to a
development. 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 the
Step Two: Where do you want to goals. Be sure to track your progress servicing Force Development Specialist should each have a
be? Discuss your thoughts with your as you strive to reach your potential. copy of the plan.
Send story ideas or suggestions to timothy.frey@wpafb.af.mil.

2. Volume 1, Issue 6 Page 2
T he Civilian Leadership Development Continuum (shown above)
and the initiatives it describes is intended to drive a change in
culture 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-development
tencies, providing a roadmap of education, training, and experience tools, and non-resident Professional Military Education. The programs
opportunities that guide your professional development. Remember, in blue are more targeted opportunities designed to deliver focused
civilian 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 level
as 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 along
from 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 Air
equivalent, you would look at the strategic level. A civilian grade map- Force calls.
ping document linking civilian career groups and grades to one of three
leadership 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 > My
Entry into the continuum is at the bottom and can be at any leadership Development Plan.