Civ guidingprinciples
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The document outlines the guiding principles for developing the Air Force civilian workforce, emphasizing the importance of job performance, tailored development programs, and a comprehensive framework that integrates education, training, and experience. It highlights goals for force management, career development philosophy, and policies aimed at fostering diversity, mobility, and leadership. The ultimate objective is to sustain a high-performing, diverse civilian force capable of meeting mission requirements across various environments.
Civ guidingprinciples
- 1. Civilian Force Development Guiding Principles May 2010 I. OVERVIEW Developing Airmen is one of the three Air Force priorities in organizing, training and equipping members to deliver air, space and cyberspace capabilities in support of our National Security and military objectives. Air Force civilians are a key part of the Total Force, the Department of Defense and the US Government. The Air Force must have a tailorable approach to civilian force development, which supports entry anywhere along the career continuum of employees who exhibit the highest level of leadership performance and have varying levels of education, training and experience. These guiding principles provide the framework for accomplishing the critical mission of developing high performing, high potential Air Force civilian employees. In addition, the guiding principles reinforce job performance as the priority and focus for development programs. II. FORCE MANAGEMENT AND DEVELOPMENT GOALS Development and management programs must synchronize and integrate planning, programming, budgeting, legislative, and policymaking activities within a corporate structure and through Force Development plans that are executed to maximize return on our investment in Airmen. Force Development requires the identification of requirements and programs needed to produce the workforce capabilities to accomplish the Air Force mission. Civilian development programs must follow Force Development strategies and policies that enable securing of resources to: a. Identify and address significant workforce capability mismatches; b. Continuously assess the ability of Force Development programs and opportunities to meet interagency and joint organization needs; and c. Deliberately develop the force, especially those who show sustained, high level job performance III. CIVILIAN CAREER DEVELOPMENT PHILOSOPHY Development of civilians is accomplished through a combination of education, training and experience. Personal choice plays an important role in this development, and employees must commit to the development framework described in these guiding principles, including continuing high level of job performance. In turn, the Air Force must support developmental opportunities consistent with this framework. Civilian Career Development and life long learning should: a. Focus on, and result in improving and enhancing job performance b. Adhere to the Continuum of Learning framework, synchronizing education, training and experience to achieve mission requirements c. Utilize various delivery options, including corporate-focused development, functional development and self-development d. Adopt appropriate best practices (e.g., industry, other government agencies, non-for- profit organizations), especially as they pertain to managing its leadership pipeline (e.g., using development teams to create succession plans; more formally establishing goals for filling various positions and levels with internal and/or external candidates)
- 2. IV. CIVILIAN FORCE DEVELOPMENT FRAMEWORK The Force Development framework produces employees with the breadth and depth to perform the mission. The framework is built around two types of competencies required at various levels and combinations throughout a member’s career. a. Occupational Competencies describe the knowledge, skills, abilities and other attributes required for a particular occupation or function. They are the responsibility of the functional authorities. b. Institutional Competencies span multiple functional communities and are those knowledge, skills, abilities, and other attributes all Airmen need to lead and manage the institution. They are a corporate responsibility. V. CIVILIAN FORCE DEVELOPMENT POLICIES AND INITIATIVES Civilian force development policies will: a. Actively embrace diverse sources of talent b. Encourage career progression c. Encourage attainment of breadth and depth of experience d. Encourage leadership experiences e. Recognize the importance of geographic and/or organizational mobility f. Recognize the value of Civilian Expeditionary experiences g. Ensure employees are intimately familiar with the AF and their role as civilians in providing air, space and cyberspace capabilities to achieve mission requirements h. Foster an environment that encourages advanced education and training i. Facilitate cross-flow of talented civilian employees across interagency and joint organizations VI. CIVILIAN FORCE END STATE The Air Force will continuously sustain a world-class and diverse civilian force that achieves mission requirements and is capable of: a. Performing institutional leadership roles in multiple environments b. Performing essential technical and occupational expertise c. Providing a competitive cadre of internal candidates prepared to fill key positions