28 nov 05 af logistics force development professional development framework af/ilgf

28 Nov 05

AF Logistics Force Development

Professional Development

Framework

AF/ILGF

I n t e g r i t y - S e r v i c e - E x

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Force Development“Our goal in implementing our new

Force Development construct is to …invest in all career fields and all ranks more deliberately than we do today in order to better prepare us for the future and better meet your expectations…

• Connect individual goals to AF needs..

• Improve assessment of individuals via Career Development Plans

• Connect development over the course of a career with clearly stated goals for development via Career Templates

• Link training and education to assignment experiences

• Integrate leadership education through all levels (Tactical, Operational, Strategic)

• Enhance leadership and officer involvement … to best utilize their inputs in the development process

Air Force Commitment

“… to create and grow leaders capable of taking our Air Force to the next level of excellence … This program will be backed with the

commitment and resources to make it successful. ”

Chief’s Sight Picture, 2 May 03


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Key Business Drivers

AF/IL Workforce Strategy

AF/IL Workforce Strategy

Sustainment Transformation

- Significantly changing leadership and career development philosophy, methodology and training;

- Closely aligning military and civilian career development methods.

- Business oriented approach to Logistics Sustainment Operations

- Improving availability and reducing cost for sustainment operations

- Building flexible and empowered workforce

- Developing strategically focused workforce

- Implementing new jobs and roles from FY04 – FY08

NSP

S

- Significantly changing Personnel processes across DoD

Demographics

- Aging workforce and accession rates

Force Development


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Workforce Strategy Charter

Scope

• A Development Framework for Supply Chain Professionals

— Competencies and capabilities

— Certifications

— Progressions

• A Workforce Strategy for Supply Chain Professionals

— People Strategy including career path templates and development strategies

— Integrated professional education

— Leadership Development

Approach

• Perform a Current Environment Analysis

• Develop an initial Professional Development Framework for Supply Chain Professionals

• Perform Workforce and skills/competencies gap analysis

• Develop a Workforce Strategy and Plan for Supply Chain Professionals and Leaders

Objective: Construct a strategic workforce plan for the ‘new’ supply chain professionals inherent in PSCM


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Overall Impacts of PSCM

New JobsNew Jobs

Targeted TrainingTargeted Training

Key Capabilities

Key Capabilities

• New PSCM jobs require varied degree of change- Some existing skills will adapt to new PSCM processes

- Some will be distinctively different with new capability

requirements

• Six (6) Critical Capabilities have been identified from PSCM Study & codified in PSCM position descriptions

- Analysis & Assessment - Problem Solving- Communications - Decision Making- Planning & Evaluating - Leadership

• New supply chain environment will require:

- New career development processes and tools - Targeted training at both skill level and capability level

PSCM personnel will be the first Logistics group to use the Professional Development Framework


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Professional Development Framework Objectives

Professionalize our logistics workforce (military and civilian)

• Enhance the competencies and capabilities of logistics professionals

• Provide clear career roadmaps for success

• Provide a tool for individual assessment and career development

• Enable managers to provide deliberate career planning assistance to

employees

• Provide the foundation for the AF/IL Human Capital Strategy

• Provide a common language for development based on capabilities

• Provide DTs with a set of competency standards to facilitate career

vectoring

• Establish professional credentialing processes for military and civilians


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Dimension CapabilitiesDeveloped across six levels of capability for:

Core CompetenciesDeveloped across four ranges of capability in the following areas:- Leadership- Relationship- Decision Making- Communications- AF Vision / Mission- Business

Program Management / Acquisition

Transportation (Civilian)

Logistics ProfessionTactical Operational Strategic

LeadershipLeadershipAF Vision / Mission

Supply

MaintenanceTransportation

Program Management

Product Support

Logistics Planning

Logistics Readiness

Maintenance

Supply (Civilian)

Logistics Planning (Civilian)

Weapons Systems

Process

Tools & Methods

Enablement

Skills

LEVEL 1 2 3 4 5 6

Product Support / Industrial

Contracting (Sustainment)


CoreCompetencies

Dimension Capabilities

SkillsRecords employee skills used for maintaining and enhancing skills in their current position

- Logistics Readiness- Maintenance- Supply (C)- Transportation (C)- Logistics Planning (C)- Contracting - Program Mgt / Industrial- Product Support /

Acquisition

AF Enduring Competencies

Communications

Decision Making

Relationship

Leadership

Business

The Professional Development Framework (PDF)


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Core CompetenciesDeveloped across four ranges of capability in the following areas:- Leadership- Relationship- Decision Making- Communications- AF Vision / Mission- Business


Logistics ProfessionTactical Operational Strategic

LeadershipLeadershipAF Vision / Mission

CoreCompetencies

AF Enduring Competencies

Communications

Decision Making

Relationship

Leadership

Business


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Leadership

Core Competency Detail

Decision MakingCore Competencies

RelationshipCore Competencies

LeadershipCore Competencies

AF Mission / Vision Business

Inspire Trust

Lead Courageously

Drive Performance

Promote Collaboration &

Trust

Shape Institution Strategy & Direction

Command Org. & Mission Success

Embrace & Lead Change

Drive Execution

Attract, Retain & Develop Talent

Influence through Win/Win

Solutions

Mentor/Coach for Growth & Success

Partner to Maximize Results

Exercise Sound Judgment

Adapt and Perform Under Pressure

Assess Self

Foster Effective Communications

Mission & Vision

Organization & Structure

Air Force Doctrine

Core Values

Risk Management

Contracting Concepts

Financial Analysis

Personnel Administration

Leveraging Information Technology

Cost Management

CommunicationCore Competency


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Dimension CapabilitiesDeveloped across six levels of capability for:



Logistics Profession

Supply


Program Management

Product Support

Logistics Planning

Logistics Readiness

Maintenance

Supply (Civilian)


LEVEL 1 2 3 4 5 6



Transportation (Civilian)Dimension Capabilities

- Logistics Readiness- Maintenance- Supply (C)- Transportation (C)- Logistics Planning (C)- Contracting - Product Support/

Industrial- Program Mgmt /

Acquisition



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Dimension Capability Detail

• Dimension capabilities are the sustainable behaviors and capabilities that are required to perform duties successfully at a professional level. Dimension Capabilities provide a developmental roadmap for a specific functional profession.

• For example, the Supply Dimension defines the capabilities supply employees are expected to develop in the Logistics profession.

• The Supply Dimension is organized into the following categories:

— Supply - General— Forecasting/ Demand Planning — Supply Planning/ Inventory Control

and Optimization— Commodity Sourcing/ Strategic Sourcing— Supplier Relationship Management— Customer Centric Viewpoint/ Customer

Relationship Management — Supply Data Analysis

• For each category, a set of associated behaviors have been defined that all Air Force Supply Logistics professionals are expected to demonstrate and grow.



Supply

Maintenance

Transportation

Program Management

Product Support

Logistics Planning

Logistics Readiness

Maintenance

Supply (Civilian)


LEVEL 1 2 3 4 5 6






Supply

Maintenance

Transportation

Program Management

Product Support

Logistics Planning

Logistics Readiness

Maintenance

Supply (Civilian)


LEVEL 1 2 3 4 5 6





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Assessment Process

Manager reviews and

approves package Employee

submits PDF package

Assessor reviews and approves –

sends to panel

Panel evaluates

package and assigns

capability levels

Results given to Manager

Manager communicates

results to employee

Assessment Process for

PDF

Standing panel for first two years –

then link with existing DT’s

Provides input to Career Development

Plan (CDP) for career vectoring


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Linking the PDF to Credentialing

The Professional Credentialing program enables employees at all levels to be recognized for the attainment of defined levels of professionalism during the course of their Logistics career.

The Professional Credentialing program details specific requirements that each Logistics employee must attain to reach the three levels of professional credential.

The three credential levels build on each other and provide a distinct career development path.


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Supervisor

Endorsement

Supervisor

EndorsementSupervisor

Endorsement

20 Hours of

Continuing Education

20 Hours of


24 Hours of Business Bachelors Degree Masters Degree

Level 3 in One PDF Dimension Including

Required Training


Required Training

PLUS

Level 3 in a Second Dimension


Required Training

PLUS

Level 3 in TWOother Dimensions

Tactical Level

Core Competencies

Including

Required Training

20 Hours of


20 Hours of

Continuing Education20 Hours of


20 Hours of


Strategic Level Core Competencies

IncludingRequired Training

Experience at Multiple Locations

Logistician Senior MasterLogistician Logistician

Operational Level

Core Competencies

including

Required Training

The PDF and Credentialing

The Professional Development Framework ties directly to Logistics Credentialing requirements



Logistics ProfessionLogistics ProfessionTactical Operational Strategic

Airmanship

Business

Relationship

Leadership

Airmanship

Business

Relationship

Leadership

AF Vision / Mission

Business

Relationship

AF Vision / Mission

Supply


Program Management

Product Support

Logistics Planning

Logistics Readiness

Maintenance

Supply (Civilian)


Weapons Systems

Process

Tools & Methods

Enablement

Skills

LEVEL 1 2 3 4 5 6




Core

Dimension

Communications

Decision Making

Relationship

Leadership

Business


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PDF Implementation Timeline Supply

Evaluate Impact on Existing Processes

(7 Months) to be completed Mar 06

OtherDimensions

Logistics – PDF Enduring Competencies & Supply Capabilities

Proof of Concept

Manual25 People

(3 months) Jan-Mar 06

(12-24 months) Apr 06 – Sept 08

Prototype Pilot Phase I Prep

Enduring & Supply

(4 months) complete

Validation of PDF & Panel Processes

Trainer Preparation

Manual250 People

Adjustments based on Pilot

Communicate Mobilize Trainers - Panels

50 people

PDF TrainingExecute Supply PDF – Increments of 250 people

Number and timing of increments based on PSCM roll-out

OtherProfessions

Training Requirements

Develop Supply Training

Immersion Training Phase 2 Capability Training

IT Requirements & Planning

IT Installation & Testing IT enabled

Mgmt Involvement Job SelectionPerformance Evaluation

Logistics Dimensions to be completed May 06


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Professional Development Framework

BACK UP SLIDES


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PDF Benefits

Individual perspective Management perspective

• Provide a clear, career path roadmap for success

• Career development and assessment tool

• Understand how he/she “fits in” to the overall logistics business

• Define capabilities valued by the Air Force

• Vectored targeted training

• Workforce planning based on competencies/capabilities

• Targeted training prioritized, controlled and monitored

• Management involvement in career development

• Common language for tracking competencies/ capabilities

• Workforce competencies and capabilities aligned with Command goals and objectives

• Common standards applied consistently at all levels

• New robust tool for managing workforce strategies

Command perspective


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PDF Career Assessment Sample Report

Management perspective

• Provide a clear, career path roadmap for success

• Career development and assessment tool

• Understand how he/she “fits in” to the overall logistics business

• Define capabilities valued by the Air Force

• Vectored targeted training

• Workforce planning based on competencies/capabilities

• Targeted training prioritized, controlled and monitored

• Management involvement in career development

• Common language for tracking competencies/ capabilities

• Workforce competencies and capabilities aligned with Command goals and objectives

• Common standards applied consistently at all levels

• New robust tool for managing workforce strategies

EmployeeYears of Service

DegreeCore

CapabilitiesDimension Capabilities

TransitioningYes No

Employee 1 25 - Experienced Level 4 Supply Yes

Employee 2 32 MBA AdvancedLevel 5Level 3Level 3

SupplyMaintenanceLog Planning

Yes

Employee 3 10 BA FoundationLevel 3Level 2

SupplyMaintenance

Employee 4 29 AA Experienced Level 4 Supply Yes

Employee 5 5 BS Foundation Level 3 Supply

Employee 6 28 MS ExperiencedLevel 5Level 4Level 4

SupplyLog PlanningProduct Support

Yes

Employee 7 4 BA Foundation Level 3 Supply

Employee 8 18 - Experienced Level 3 Supply

Employee 9 7 MBA Experienced Level 3 Supply

Employee 10 3 AA Foundation Level 2 Supply


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PDF Linkages to Workforce Strategy

Professional Development Framework

(PDF)

Professional Credentialing

Program

Targeted Training

CFEPT

Force Development/

CONOPS DT’s

AF/DP Core Competency Training

•Athena On-Line

•SkillSoft

•OPALNSPS

Workforce Planning

• Demographics Analysis

• Compensation

• Performance Mgmt

• Selection

• Recruiting & Staffing

• Retention

Dimension Capability Training

Human Capital Strategy

The Professional Development Framework ties together the elements of AF Logistics Force Development


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LRO Dimension Categories

• Contingency Operations: Directs and fuses the management, monitoring, planning, and execution of Agile Combat Support (ACS) capabilities for air and space operations.

• Material Management: Directs materiel management operations in retail or wholesale supply activities. Directs fuels management operations such as environmental compliance, inventory management of ground and aviation fuels. Responsible for overall management and maintenance of the wing’s vehicle fleet.

• Distribution Operations: Directs distribution management in support of Cargo, Passenger, and Unit Movement Operations. Providing efficient and economical distribution services to support the mission.


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Maintenance Dimension Categories (Military)

• Depot Maintenance: Performs integrated logistics support element planning for acquisition/modernization programs. Directs and manages depot weapon system/commodities sustainment activities. Leads Unit and maintains good order and discipline for Mission accomplishment

• Acquisition/Sustainment Maintenance: Performs integrated logistics support element planning for acquisition/modernization programs. Directs and manages depot weapon system/commodities sustainment activities. Leads Unit and maintains good order and discipline for Mission accomplishment

• Operational Maintenance: Leads, trains and equips personnel providing combat ready weapon systems to meet warfighter demands. Directs On equipment, Off equipment, staff activities and materiel management programs. Leads Unit and maintains good order and discipline for Mission accomplishment.


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Maintenance Dimension Categories (Civilian - Depot)

• Business Operations: Manages and coordinates the business operations of the depots to include: wing, group, squadron and flight, which include budget preparation and control, human resources administration, accounts payable, accounts receivable, contract management, strategic planning, work-loading, business resources, and other business operations related services

• Materiel Management: The functions supporting the complete cycle of materiel flow to/from and within depot maintenance operations, from the purchase and internal control of production materials to the planning and control of work in process to the shipping and distribution of the finished product to the maintenance customer

• Maintenance Production Support: The planning, scheduling, execution and control of the process of through-putting aircraft, engines, or commodities in depot maintenance. Production management focuses on the effective planning, scheduling, use, and control of the depot maintenance production process. Industrial Engineering/Plant Management: Organizes the resources and services necessary to provide tracking, scheduling, staffing, procuring and maintenance of depot maintenance facilities and equipment, oversees industrial equipment user calibration quality and facility support/equipment inventory control, and coordinates facility and equipment support installation and repair activities.


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• Customer Needs Analysis - (Planning), (Business Advisor), Analysis, Market Research, risk assessment, Forecasting/Demand Planning, Identifying Contracting Requirements (shape user requirement based on sourcing strategy), Definition of user mission & requirements, Strategy Definitions (What, When & How Many)

• Acquisition (Procurement) Planning - Business Solutions (contract types, who, how)

• Contract Execution - Solicitation, evaluation, negotiation, award (build contract)

• Contract Performance Assessment - Evaluating Performance, Change Management, Dispute Resolution, Close Out, Strategy Evaluation :

Contracting (Sustainment) Dimension Categories


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PDF is IT Enabled


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Environment Analysis – Focus Groups

Objective of Focus Groups• Focus Groups were conducted to gather employee perceptions and concerns on current

career paths, career development, promotion requirements, performance process, skill development, education, training, coaching and mentoring

Approach– 19 2-3 hour focus sessions – Broad representation of future supply chain

professionals– 8-12 participants per session– AFMC HQ, Three ALCs and non-ALC locations

Locations and Dates– AFMC - Wright-Patterson AFB – April 1, 6-7– OO/ALC -Tinker AFB – April 13-15– OC/ALC - Hill AFB – April 20-22– WR/ALC - Robins AFB – April 27-29– Air Combat Command (ACC) – Langley AFB –

May 10

Participation Results

– 149 employees participated across five

locations

– Entry Level -- 34 participants

– Leadership Potential – 38 participants

– Career Leadership -- 40 participants

– Commodity Council – 14 participants

– CCP – 23 participants


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Environment Assessment Summary Conclusions

• Highly dedicated management is focused on accomplishing assigned functions, but

employee development is not generally valued; development focus is often by individual

manager initiative

• There are no clear leadership development career paths or a supporting process:

Leadership development is not competency based

• Within LCCEP there are a multitude of offerings but no alignment with specific development

programs or job needs; there is no obvious functional or professional competency framework

within LCCEP

• Advancement is not primarily performance based but driven by a variety of approaches such

as automatic progressions, WPS point accumulation and non-capability probing interviews

• Promotion and progression process lack fairness credibility even with management attempts

to level the playing field

• Performance Management seen as an annual requirement that has little real value

• Information awareness and communication is lacking and augmented by inconsistent and

independent approaches

• Credentialing is synonymous with professional stature

28 nov 05 af logistics force development professional development framework af/ilgf

Documents

c e e x c e

e n c e force development

n t e g r i t y s e

development strategies

career development plans

career development philosophy

new pscm processes

pscm slide