Individual Development Plan (IDP)Installation Management Command

IDP Year: 07/29/2014@ Initial IDP 0 Revised IDP

IMCOM Policy Memo #56, Personal Development Plans, requires that IDPs be prepared and maintained forIMCOM employees. IMCOM Pamphlet 600-1, Workforce Development Program, provides procedures andguidance on establishing IDPs. The IDP is drafted by the employee and annual rater to address training needsand career plans. It should be generated in conjunction with the performance management review, and may berevised at any time. This tool can provide employees with the opportunity to continuously improve in currentjob performance, prepare for opportunities for future career growth, and enhance their ability to furthercontribute to the organization. Civilian employees and supervisors are responsible for insuring their educationand training is correctly reflected in DCPDS through the MyBiz application accessible through the CivilianPersonnel On Line portal at the Employee Tab (http://cpol.army.millindex.html).

SECTION A - EMPLOYEE INFORMATION

1.Name:

3. Position Title: Training Instructor - G7 - •••• 4. Pay Plan:S.Series/Grade:•6. E-mail Address: ••• 7. Work Phone:

SECTION B - CAREER GOALS

8. Short Term (1-2 years -list 2 positions as your short term career goals):

Work toward becoming an ISD Deploy again ISO MWR missions around the world.9. Long Term (3-5 years -list 2 positions as your long term career goals):

In 5 years or so return to the Garrison as a".'SECTION C - SIGNIFICANT TRAINING AND DEVELOPMENT COMPLETED

(Include government sponsored and self-development programs, activities or academiccourses/programs.)

10. Completed Courses:

Army FMWR Applied Financial Planning - Breakeven Analysis01123/2012Army FMWR Applied Financial Planning - Forecasting 01116/2012Army FMWR Applied Financial Planning - Income Statement Analysis01/23/2012Army FMWR Applied Financial Planning - Retail Sales Accountability0112312012Emotional Intelligence (EI) (4) 07/19/2012Family & MWR Orientation Course 01110/2012Family and MWR Basic Management Course (Version 2.0) 07/10/2012

Foundations of Sports Management (Introduction to SportsManagement) 07/30/2012Introduction to the Family & MWR Delivery System (Online)0111312012Leadership and Management for Recreation Division Chiefs (6)0210312012NRPA - Inclusive Recreation Training Series (1) 1010112014Operation Excellence - Online Customer Service Training 01111/2012Performance Coaching (lMCOM HQ G7/G9 Staff ONLY) (1)03/1S/2012Sports - Event Planning (CUR) OS/13/2012Sports - History and Theory (CUR) OSI1S/2012Sports - RecTrac (CUR) OS/1S/2012Sports - Tournaments (CUR) 05/16/2012

PERSONAL DEVELOPMENT PLAN SECTION D - DEVELOPMENT GOALS

11. Goal or Targeted Competency:

Leading People12. Development activity - Education, Training or Professional Development Sources:

Dept of Defense: Executive Leadership Development Program (ELDP)13. Outcome Desired:

Development of my 1st team into a High Performing Team (HPT)

SECTION E - CAREER BROADENING/JOB ROTATIONAL ASSIGNMENTS

14. Assignment: DAP

15. Projected Start Date: 10/04/200916. Duration: 6 months

17. Competency Objectives: Organizational Awareness

SECTION F - 5-YEAR DEVELOPMENT PLAN

18. List Course Title/Training by Fiscal Year (FY)In 6 months

AET 541 - E-Learning (*)AET 550 - Performance Improvement and Management (*)Army Comprehensive Soldier FitnessEDD 581 - Action Research and Evaluation (*)Emotional Intelligence and TeamworkHnsuring Learning Transfer: An Introduction to the (*)Masters of Arts in Education 1Adult Edu & Trng (*)

(*) User-Defined Learning ElementsYear 1

American ~oc~ety for T~a~g & Development (ASTD)ASTD Designing Learnmg/Cert for New Trainers (*)

ATD International Conference and Exposition (*)Consulting Skills Certificate (*)Langevin Leaming ServicesProgramming and Special EventsTechniques for Improved Time Management

(*) User-Defined Learning ElementsIn 18months

CES Advanced CourseCoaching Trends

(*) User-Defined Learning ElementsYear 2

Langevin Leaming ServicesLeader Development Program (LDP)Managing as Coach and CounselorMasie's Annual Learning Conference

(*) User-Defined Learning ElementsYear 3

Executive Leader Development Program (*)Integrating Change in Your OrganizationThe Model Leader

(*) User-Defined Learning ElementsYear 4

Manager's Performance Guide - Team Conflict SkillsOrganizational Culture and LeadershipRecognizing a LeaderStrategic Planning and Risk Management

(*) User-Defined Learning ElementsYearS

Competitive Strategies for a Global MarketplaceNational Defense Strategy

(*) User-Defined Learning Elements

SECTION G - SIGNATURES

19. EmployeeSignature:_Date: 07/28/2014

20.Supervisor'sPrintedName:_21. Supervisor'sTitle:Training Instructor Supervisory - G7 - NF05 ***Supervisor'sDutyPhone:Supervisor'sEmail:••••••••

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~» MyWorks,ace» Professioul Develop.eft Pro.r •• (POP) » C.rreDt IDP» Carreat PDP

Current POPThe pop displays in a summary format bV default (no scores or learning elements). The Core pop contains models that may contain competencies, KSAs and teaming elements. ihoeLocal POP (if induded) may contain models and/or competencies, and the models/competencies may have KSAs and leamin9 elements.

CUrrent PDP (career Goals t Tr;ining 8t Development Completed ! Develop-me-n-t-G-o-.-Is-'I-c.-r-e-e-r-B-ro-a-d-e-n-in-g-"Tl-s--y-ea--r -o-",,-e-'-o-pm-e-nt-p-'.-n-r[I-S-ig-n-a-tu-re-.--'

Click the checkboxes and then click Refresh pop to view additional infonnation for the POP. Use the Page menu to edit the Local POP, local lerning elements and scores/priorities. I::;; ~ \EdHocaIPDP v j ••.,\ \

WorkPhone~Job Title Training Instructor - G7 - N~ *""_"a" II.Pay Plan

Series/Grade •M.nager4ll1l1l ••••

'Coach -Last Archive Date 1/9/2012

More Data Dscore Details.

DLeaming Elements

Refr6h POpi

leore POPRecords found ><-

Model

8 I! Business and Technical Proficiency Level 5:

Competency

B • Orgcmizational Awareness L~e! 5

Weighted Score PrioritySkills GapBaseline Score

KSA

~ Ability to identify the potential system-wide implications of plans and activities

MI Ability to interpret governing regulations and directives and assure work of section complies with established policies and procedures

~ Knowledge of Army mission, goals, organizations, and functions

~ Knowledge of the organizational structure and programs induded

~ Knowledge of where to go within the organization for needed information

R It] Resource Management Level 5

KSA

~ Ability to generate valid hypotheses about possible causes for trends

IIJ Ability to identify major and mi~or issues and trends in financial and operating reports

IIIAbility to interpret financial analyses to evaluate potential costs, benefits, and risks associated with opportunities

rI] Knowledge of funding sources

IIIKnowledge of person nel practices

IIIKnowledge of property management procedures and governing supply systems and policies

~ Knowledge of the NAF Risk Management Program (RIMP). I

IIIIIIIII1

I III

Skills Gap Priority II I

El !II] Systems Thinking level 5

KSA

~ Ability to determine long-term outcomes of change in operations

~ Ability to identify the potential system-wide implications of plans and activities

IIIAbiUty to understand how one's role fits into the garrison, the garrison into the region, and the garrison into the Army.

IWf Ability to understand othercs roles in the garrison and able to appreciate the opportunities and limitations to each role.

~ Knowledge of Army mission, goals, organizations, and functions

~ The ability to build relationships and use these relationships to accompltsh work objectives.

El ~ Technology Management Level 5

KSA~ Ability to apply new technology to meet organizational needs.

~ Knowledge of infonmation technologies

~ Knowledge of information/data storage

~ Knowledge of internal (MWR) and external automated systems

~ Knowledge of office automation applications (e.g. Microsoft Word, Excel, etc)

B,. Change and Continuous Improvement Level 5

Is III Continual Learning Level 5

Weighted Score Baseline ScoreCompetency

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II j, i

IIIi I~- Ability to create an organizational culture that values continuous leemina \ I I

~ Ability to evaluate learning and experience of organizaoor. t II~ Ability to incorporate lessons learned to improve organizational processes. I t J~ Ability to make organizational knowled\le accessible to entire organization i I~ Ability to transfonm learning and knowledge into improved work processes I !

!II Knowledge of career programs and opportunities '\' Ii~ Skill in using the Academy online learning resources at www.imcomacademy.com

B ~L...-'Crea=-tiv-ity-lI-nn-ov-ati-"on-Le-V-el-5-------------KS-A-------- ....J \111

!IIAbility to reshape goals in ways that reveal new possibilities. "1I!Ability to use imagination freely, combine ideas or information in new YICIYS I f~ Knowledge of techntques that encourage creative thinking I I

IIISkill in creating an environment that encourages, recognizes, and rewards risk-taking and Innovation , !IB ~L"':EPJ=_==-:_:_:IA_I:_a-d~-en-:-O-P-i:-9v-:-S-:-h-'.ts-'.:...in-n_o_va_ti_"v_e_S_O_lu_ti_on_s_,_a_nd_n_oo_-_trad_lt_io_n_a_l_ap_p_r_oa_C_h_es_K_:_~_m_p_ro_v_e_o_rg_a_n_lza_tion_a_l_en_ecti_"_ve_n_ess_"--' 111.1

~ Ability to discern public attitudes and concerns f

lWJ Ability to evaluate the impact of alternate course of action on external environment and customers i I~ Ability to identify the internal and external politics that impact the organization 1IIIKnowledge of external developments and trends, their opportunities and threats as they apply to the work place II'

L--'~~_Kn__OW_I_ed_g_e_O_f_h_O_W_s_OC_I_al_,_Or_g_a_nl_~_ti_"0_n_al_,_a_nd__~__hn_~_og__lc_a_1S_Y_S_ffim__S_W_O_rk --J/1"1I!J Knowledge of partnership models, t.e. NERV Model

E1111,--Fle_XI_bill_ty_LeV_el_5-------------KS-A------------------.. Ill, l~ Ability to adjust to muttiple demands, ambiguity and change IMt Ability to make decisions, set priorities and develop goals on the basis of future potential

~ Ability to perform effectively under conditions of fluctuating workload

KSA

'I1

'

III 811::.~:==:~to sostain an envircnment thet p~-:"~

~ Ability to critically assess readiness for change

~ Ability to determine long term outcomes of change in operations

!

-~ Ability to develop strategies to change a new vision into reality

~ Ability to evaluate and effect changes in policies and operating procedures

~ Ability to monitor the progress toward achieving goals

I ~ Knowledge of change models

~ Skill in communicating what is expected during and after change

B III Resilience Level 5

II

KSA

~ Ability to keep a long-term perspective and know that your situation can improve If you actively work to make it better.

! I!J Ability to recover quickly from setbacks

~ Knowledge of stress management techniques

~ Knowledge of the Army well-being initiative

~ Skill in emphasizing and demonstrating commitment and persistence in achieving goals

I"B III Strategic Thinking Level 5

IK5A I

IIIAbility to anticipate and plan to deal with future events, trends, problems and opportunities I'I ~ Ability to develop and modify plans to address strategic issues III

~ Ability to involve the community and build its understanding of the vision and strategic plansII

~ Knowledge of strategic planning process

III111Knowledge of the organlzatlons strategic mlsslon, vision, and goals.

8M! Communication level 5

Competency Weighted SCore Baseline SCore Skills Gap Priority

tllI B !jj Influence and Negotiation Level 5

1 KSA IIIIAbility to effectively counter opposing strategies and tactics

~ Ability to mitigate a crisis and perform well under pressure ,~ Ability to recognize the power of strategies and negotiation tactics and use them frequently

I ~ Knowledge of negotiating techniques

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!II ~ Skill in working toward agreements involving exchange of resources, resolving divergent interests

fEi fIJ Oral Communication Levei 5

~ Skill in exchanging ideas, Information, and opinions with others to formulate policies and programs and/or arrive jointlv at decisions, condusions or solutions

IIISkill in tailoring the message to influence desired ouccmesIII1,1

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lifrtl,111ft Ability to deliver effective speeches, briefings, seminars .. or presentations. j

II) Ability to use logical thinking when descnbing issues and framing approaches to solving: problems j jii!I Ability to use paraphrasing effectively and provide positive and constructive feedback in a work setting i iIIIKnowledge of briefing and public speaking techniques till~ Knowledge of impact of body language in communicating

~ Skill in asking relevant, insightful, and probing questions I i~ Skill in handling rapid changes in conversation inv~ving difficult questions. II

L-~~~_S_ki_lI_in__W_rtti_-n_g_l_spea~_ng__d_ea_rt_y_a_n_d_d_i~__-n_cti_y__US_ing__ a_p_p_rop__na_-_~_v_oca__ b_u_lary._n_d_g_ra_m_m_a_r -1111IR fir! Written Canmunication Level 5 III

I,II

KSA

II

I I KSA

I!I Ability to appropriately use references to substantiate facts, recommendations etc.Ii

Ifl~ Ability to edit writing of others and make constructive critiques [III!Ability to select the appropriate written communication format II.IWl Knowledge of Army writing style

~ Knowledge of the mechanics of effective writing, e.g., grammar, structure, and word choice IIIISkill in using common features in email programs to improve communicative ability and effICiency at work

~ Drive for Results levelS j

Competency Weighted Score Baseline Score Skills Gap Priority

IB ~ Accountability Leve! 5

KSA III I

III Ability to establish outcomes that are specific, measurable, attainable, and realistic I III!J AbiHty to maintain focus on results and measuring attainment of outcomes. i~ Knowledge of organizations standards, regulations, and polictes

~ Knowledge of risk management philosophy

i~ Skill in assuring that effective intemel controls are developed and maintained to ensure the integrity of the organization_

t ,111 The ability to establish in others and ones self a desire to achive results IB IIICUstomer Service LevelS I

IKSA

IIIAbility to create and sustain an organizational culture which encourages others to provide the quality of service essential for high performance. lJ,~ Ability to design svstems, processes and services to produce quality responses to rustomer needs 1III Knowledge of prindples and processes for providing customer and personal services j

B III Decision Making/Problem Solving Level 5

IKSA ! i

~ Ability to distinguish relevant and irrelevant information I111 Ability to evaluate outcome of an implemented solution, suggest mcx:lifications as needed IIIIAbility to exercise judgment

I

I!IAbility to identify the sources of problems1

~ Knowledge of decisK>n making models ,III Skill in determining which conclusions are correct when given a set of facts and a set of conclusions

l=I ~ Time Management level 5

KSA

fIIIAbility to analyze problems using a time management framework

I !~ Ability to promote effective use of time across the organization 1IIIAbility to set organizational goals and priorities and establish realistic time fines I

IIII Knowledge of time as a valuable resource and the impact of its use on organizational success II!J Knowledge of time management prindples iIII Skill in applying a personal time management system j

~ Skill in differentiating between externally and internally controlled time requirements jlIJ Skill in identifying and reducing factors that contribute to ineffective time mani1!lgement i,

III Functional Proficiency Level 5 - G7 Training Instructor - FMWRA !i

Competency Weighted Score Baseline Score Skills Gap Priority I 1EI IIIBasic Contract Management

III

IKSA I1m Ability to issue proper contract modification types as needed

R

El

IIAbility to monitor contracts and work cooperatively with vendors

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I I!IAbility to monitor work completed to ensure it is complete in accordance with the terms of the contract \1'

I IIISkill in proper contract management for the type of contract awarded , i}'IISkill in reviewing purchase orders and contract files for inciusion of specific and suppornnq documentat;oo , I

B~L-~~~nd-a-ti-O-nS-of--T-~-in-in-g---------------------------------------------- -J II,iI

11ifI,III

IIIII

III'I'11\11i

IIIIII

~ !j!III~~~~i:b~=e the training room to promote comfort, interaction, and group development; and can assure that training facilities are easily accessible to persons I~ Ability to dearly and accurateJy communicate the goals and objectives of the training I I~ Ability to incorporate a variety of classroom activities that support transfer, such as idea catchers, action planning, supervised practice, and rehearsal _

~ Ability to select and use instructional media technologies involved in delivery ItWl Ability to speak dearly at an appropriate volume; can vary volume, pace, tone, and inflection to maintain trainee's attenttoo: and can avoid unnecessary and \ Ii

distracting vocalizations II! I~ Ability to use group facilitation strategies that promote the development of a safel leamer-centered enVironment, group cohesion, comfort with risk taking, and

commitment to common learning objectives• Knowledge of the impact of personal appearance and dress, physical positioning in relation to trainees, hand and body movements, positioning of a podium or

tables, and tone of voice, on both the quality of the presentation, and receptivity by trainees~ Knowledge of the impact of the physical b"aining environment in facilitating or impeding learning 11~ Skill In active nstening and reflection; giving feedback to clanfy points I )

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learnerse level of expertise(WI Skill in using a variety of group management strategies, and intervenes to manage problematic behaviors without alienating either the individual or group

B Ij! Instructional Design and Development KSA !IIIAbility to design and include a variety of strategies, to be implemented before, during and after the training, that promote application of new learning back on the

Job.l1li Ability to develop appropriate training materials that support content and desired learning outcomes

~ Ability to identify and incorporate the most appropriate training methods to achieve the learning objectives of a particular section of the curriculum

IIIAbiltty to research and validate currtculum content to address the particular competencies the CUrriculum is being destqned to teach

~ Ability to write tearning objectives/outcomes at appropriate level of Bloom's Taxonomy

II!I Knowledge of current laws, regulations, and policies in the field of specialty, and how to incorporate up-to-date information into training curricula

III~;.:~'::of the principles of curriculum sequenctne and organization, and how to sequence content and design activities to achieve a coherent and integrated II ,I

I i I III Skill in developing a plan of instruction induding a trainer's guide j I

IIIII Skill in using the Kirkpatrick Training Evaluation model to design and develop a variety of assessment tools to evaluate effectiveness of training lld

l"

B ~ Instructional Evaluation ,'IKSA II,!

! I

~ Ability to apply Kirkpatrick's Training Evaluation ModeJ to assess effectiveness of training \ IIII!! Ability to measure effectiveness of training and inform stakeholders i\IIIKnowledge of concept of return on investment (ROI) in training and development Iii II••• Skill at designing evaluation and assessment toolsL2~=- ~ If

B III Instructional Tedlnology Management \' I

II KS~ III

, I

KSA

~ Ability to address a variety of learning styles and preferences during the instructional systems design process

IIIAbility to apply principles of adult learning during the instructional systems design process

IIIKnowledge of adult learning principles

III Knowledge of Bloom's taxonomy

Ij! Knowledge of FMWR Competency Model

III Knowledge of Instructional Systems Design (ISO) process, ADDIE (Analysis, Design, Development, Implementation, Evaluation) model,

~ Knowledge of Kirkpatrick's Four level Evaluation Model

III Knowledge of LMS functionality

• Knowledge of the conceptual frameworks for describing learning styles: and how Individual development and cultural background can impact loarning pr«erQl"l~

I!IKnowledge of the laws regarding copyright and plagiarism, and how to fully and accurately ate sources foc materials used in the curriculum

I ~ Skill in applying concept of learning as a "process rather than an event"; identifies opportunities and activities to promote transfer before, dUring, and after thetraining event

I111 Skill in using a variety of instructional methods to achieve optimal learning

B ~ Instructional Analvsis

KSA

{II Ability to analyze existing and emerging technologies and their use in an instructional environment

~ Ability to assess learner skills, proficiency, and retention

II!Ability to assess leamer's strengths and Iimi12ltions

• Ability to determine the business need or strategiC goal as applies to training

IIIAbility to transfonn learning and knowledge into improved work processes

tIJ Knowledge of scope of project including available resources

IIIKnowledge of target audience

~ Skill in conducting needs assessments and surveys and analyzing results

B III Instructional Delivery and Implementation

I

I.!

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~ Ability to create assessments within LMS t II,~ Ability to create survevs in l1'.5- I'~ Ability to create/build online SCORM course packages within LMS IIII Ability to generate LMS reports tWI Ability to manage online courses within LMS fII! Ability to monitor ond contribute to LMS Bulletin Board Systems (BBS) I11m Ability to review LMS customizations for quality assurance

~ Ability to set up clessrcom courses and curriculums within l.MS 11III Ability to upload/download content off of the LMS web server [ 1

1

1 WI Knowla:fge of a variety of course ware and authoring tools and their strengths and limitations ! II~ Knowledge of LMS functionality III! Knowledge of variety of audiovisual equipment and functions II

I,. I' II! Knowledge of web-based survey tools IIL

~II!~_S_ki_lI_in__rn_d~I~__ti_ng__OO_I_~_ba_rn__tion__ spa~__use__ w_i_th_i_n_LM__s ~'1 Ii,

I~ Skill in using Wiki Function in the lMS

I B ~ Marketing

II KSA III 111Ability to identify consumer trends

IjjAbility to use advertising methods and media sources/materials to market your proqrarn

~ Knowledge of advertising methods

~ Knowledge of marketing research methods III!

I!!!! Ability to define the purpose of the meeting in 1 or 2 sentences

~ Abifity to determine if a meeting is the best means for accomplishing the desired goal /1

!Abbll'ityto ensub'lemhInutes of the meeting are recorded and dls01butec:l den fy bI for each A_ • I""

l!!I A i ity to esta is a meeting agenda assigning a time limit to each agenda item and i ti ing the person respoosi e agen~ ItemI·IiIAbility to establish a realistic follow-up plan with action items I!

If!Ability to facilitate a meeting, keeping attendees focused and on schedule III.IiIKnowledge of principles of meeting management

ltrJ Knowledge of rules of protocol when meetfngs involve high n!nidng Individualst-..=-_~-----':' --------'II

B IIIPolitical Savvy

~ I "MAbility to consider organizational reality, the media, and special interests in dectslcn-mektne

IiIAbility to develop a network 01 supporters IIiiiI AbiHty to recognize key decision makers who can influence your organization I~ 1WI Ability to showcase success

II B IIIMeeting Management

,I

11I,

\1

II(

i

KSA

B ~ Project Management

KSA

~ Ability to coordinate projects and project team

~ Ability to plan and complete projects from their initial state to their end state

I!j Knowledge of project management techniques

Bill Leading People Level S

IIIAbility to coach, mentor and provide continuous feedback to subordinates

lIJ Ability to recognize and develop the full potential of others by providing the resources, coaching, experiences, and other support.

II!! Ability to respond appropriately to the needs, feelings, and capabil~ies of different people in different situations

I!ISkill in creatino an environment that encourages and supports coaching and mentoring of staff

Skills Gap PriorityWeighted Score Baseline ScoreCompetency

B III Conflict Management Level 5

KSA

M Ability to identify and take steps to prevent potential situations that could result in confrontations

~ Ability to manage and resolve conflicts in a positive and constructive manner

III Knowledge of conRiet resolution techniques

~ Knowledge of one's natural conflict-handling style

B IIIEnabling and Developing Others Level 5 I,..-----------------, .1~ I

\)I !

II

B Interpersonal Skills Level 5

KSI\

~ Ability to create a positive dimate where group members feel valued and empowered and have shared goals

~ Ability to give authority and responsibility to others

Ability to relate to other individuals in order to understand their concems or needs

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II I

II''I

: Ability to respond appropriately to the needs feelings and capabilities of different people in different situations \ III1~~~~Kn__ OW__I~__ge_O_f_E_m_O_ti_on_a_I_ln_~_II_i~__nC_e_Mod__ '_e__ ------------------------------------------------------------------------~llli

8~r_~--·~--h~-~--e-5------------------------------------------------------------------__,11111 1~ Ability to inspire a high level of dedication to the mission.

., Ability to involve the community and build its understandlnq of the vision and strategic plans II~ Knowledge of the organization, its mission, regulationsand functions} I'II/~ Skill in brinoino clarity and decisiveness in a crisis.I' L-~~~_S_kH_I_in__m_OC_w_a_ti_n_g_0Ch__e_~_;_sti_·_m_u_la_ti_n9__~ le_ro__ eff__~__·v_e_a_ct»_·_n_. -----1

1'I i=l ~ Leveraging Diversity Level 5 II,

KSA 'i'lI!J Abilityto promotethe recruitment and inclusion of peoplefromdifferentculturalbackgrounds }I i

MJ Knowledge of principles d EEO III~ Knowledge of the American with Disabilities Act (ADA) , \

~ Skill in interacting with persons of various social, cultural, economic and educational background~

~ Skill in managing an inclusive workplace that maximizes the talents of each person to achieve sound business results. f

8 IIITeambuilding{feamworkLevel 5 I

KSA

KSA

~ Ability to facilitate team development and foster collaboranon/coheslveness.

M Ability to form and lead teams through the problem solving process

III Ability to manage tensions inherent in the group process to forge innovative solunons.

~ Ability to work at relationships so that individual members can plav a full part

I ~ Knowl~ge of group dynamics

~ Knowledqe of typical processes and phases of teams

Model

Suoervision

Competency Weight~ Score Skills Gap PnontyBaseline Score

KSA

KSA

IIIAbility to create a cumete that values diversity

~ Ability to recognize discriminatory practice and take appropriate action I II.

WI Knowledqe of prindples of EEe

11.1 Knowledge of reporting procedu res III!lJ Knowl~ge of the Affirmative Employment Plan I

~~III~_K_now__ I_~_g_e_o_f_th_e_c_on__cep__~__of_s_ex__u._I_h_a_~_s_m_en__t ~1111

i=l III Employee Programs

IKSA

IIIAbility to recognize possible threats of violence in the workplace

~ Ability to reduce negame impact of incidents of violence in the workplace

III Knowl~ge of effective strategies to reduce the threat of violence in the workplace

~ Knowl~ge of employee assistance programs (EAP)

~ Knowledge of the available options for filing complaints, grievances or appeals

MKnowledge of the rights of employees, the union, and management in regard to labor management relations

IIIKnowledqe of wellness programs

R III Employment Process

I! III1 !

KSA

~ Ability to complete applicable forms

IIIAbility to conduct an interview

~ Ability to determine base rate of pay

III Ability to identHy and use job-rela~ criteria to deterrmne the best qualified candida~

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I I ~ Ability to submit a recruit action to attract highly qualified candidates !il~ Ability to write a crediting ",aR

I ~ Knowledge of hiring processes

I'I I III Knowledge of options available to fill a position

IIIKnowledge of recruitment processes

I II!!!I Knowledge of selection procedures ' I

I M Knowledge of the interview process IIIR fII Performance Management

I'KSA 11

I I!!!IAbility to conduct new employee orientation

/il

I~ Ability to create an individual development pian (lOP)

RI Ability to evaluate and rate performance

IIIIII Ability to implement fair employee recognition and award practices

WI Ability to monitor perionnanoe

~ Ability to provide feedback on performance I~ Ability to write and implement a performance improvement pian

II~ Knowledge of performance evaluation systems

I~ Knowledge of performance Improvement procedures

I (WI Knowledge of staff development opportunities

~ Knowledge of the range of Army and local performance awards and governing politiesIIII Skill in writing measurable performance objectives

1.1EI III Position Management I,

I KSA

11\f!M Ability to conduct a BaA

If!M Ability to determine cost of the position dl'" Knowledge of actions required to establish a NAF IiAPF position III~ Knowledge of BBA policies and procedures

II,I

~ Knowledge of different types of NAF IiAPF positions and pay bands,

~ Knowledge on how to gain approval to add the position to the approved manning document IR ~ Supervising Local Nationals (where applicable) II-IKSA lJI ~ Ability to provide resources that encourage fluency in English language

IIIJ Knowledge of cultural characteristics and their implication in the wol'1<p(ace ,I'" Knowledge of status of forces agreements (SOFA) specific to host country II~ Skill in considering host country holidays when schedunng woric

~ Skill in ensuring workplace poliCies, regulations, and guidelines are understood

B II!!Workload Management IKSA

~ Ability to assign work I~ Ability to generate work schedules

III'" Ability to track budget variances

~ Ability to use Time Labor Management System (TLMS)

~ Knowledge of different types of work schedules II~ Knowledge of impact of work schedules on labor costs

I!IKnowledge of local bargaining policiesJi

I~ Knowledge of the Fair tabor Standards Act

\1II I!!I Knowledge of time and attendance proceduresI I

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