Learning Interview

Shad G. SmithMSM 620

Assignment

Mission capability and skills formerly provided by the Services must be sustained by our civilian workforce

Civilian Workforce Development

Development

Academic & Formal Training

Functional Expertise

Leadership Skills

Career Path & Experience

Employee FocusedIndividual

DevelopmentPlan

Supervisor

Key to employee development

Knows people and mission

Inspires, guides and mentors employees

Advocates for employee development

Individual and organizational assessments

Developmental toolkits for supervisors

Leadership Institute Individual

Understands importance of development

Accepts need for self-improvement

Responsible for self

Supported by CD and CS

WORKFORCE

JOY

Mr. Ken HermansonDeputy Director, Logistics

United States Strategic Command

• US Navy for thirty years as both an enlisted and as an Officer Served in the nuclear submarine fleet in a variety of positions

• A civilian at USSTRATCOM since 2005 Charged with planning, coordinating, and executing logistics functions of supply, mobility, maintenance, engineering, and munitions management in support of command missions

The role of the civilian in the military as changed

More than the 60% of the Stratcom workforce is civilian

Civilian population has grown significantly over the last 10 years

Traditionally, civilian focus is on staff support functions while military focuses on combat roles

Civilians provide continuity in the organization while military moves on to new assignments every 3-5 years

CIVILIANS IN THE MILITARY

Training- Skill sets designed to accomplish a specific task

Military, at the operational level, tend to have a more narrow focus on specific missions

Officer education programs designed to move Officers through career gates in preparation for next assignment

Learning- More abstract ideas towards a valid conclusion

Larger focus on long term goals of the organization, especially at the strategic level

TRAINING VERSUS LEARNING

Directors and Senior Managers manage their own employee development programs

Annual employee reviews focus not only on performance, but allows managers to assist employee in professional development planning

o Creating a learning and development plan focusing not only on organizational learning requirements but personal learning goals as wello Educational goals could include advanced degrees, etc.

Senior civilian leaders take a more centralized educational program as these positions tend to require the same skill sets

Fellowships, Executive Business Training (Harvard Business Programs, etc.)

DECENTRALIZED DEVELOPMENT PLANS

Maintaining a quality learning program in a new era of budget reduction and government downsizing

Civil Service could be challenged to retain quality employees if professional learning opportunities are cut

As the economy improves, the government will have to compete with the private sector to recruit and retain quality people at all levels of the organization

LEARNING CHALLENGES FOR THE FUTURE

Professional and Personal Reading Initiative At least Thirty minutes a day reading job/field specific articles to increase personal knowledge and expertise in your own field

Personal reading to expand and broaden your perspectives• Economics, History, Political, etc.

SELF DEVELOPMENT

CONCLUSION