learning interview shad g. smith msm 620 assignment
TRANSCRIPT
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Learning Interview
Shad G. SmithMSM 620
Assignment
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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
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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
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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
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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
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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
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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
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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
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CONCLUSION