Transcript Career Counselor’s Handbook ( NAVPERS 15878K )

Career Counselor’s Handbook
(NAVPERS 15878K)
IT1 Christopher Butler
Hopper Information Services Center
Command Career Counselor
[email protected]
301-669-2205
Navy Career Information Program
The primary goal of the Navy Career Information
Program is to ensure each Sailor is provided with a
sufficient quantity and quality of career information, in a
timely manner, to allow them to make sound career
decisions. Complying with the Chief of Naval Operation’s
directive that no Sailor will be left behind, specifically
designed to engage the career counselor and the chain
of command in the career development of Sailors.
Chapters
(1) Career Development Program (CDP) Management
(2) Career Development Team (CDT)
(3) Training
(4) Command Sponsor and Indoctrination Program
(5) Career Development Board (CDB)
(6) Navigational Tracks
(7) Career Information Program Review
Chapter 1: Career Development
Program (CDP)
OPNAVINST 1040.11C (Navy Retention and Career
Development Program)
CCC/UNIT CC is responsible to the CO and reports
directly to the CMC/COB/SEL; focal point for enlisted
career development and ensures all Sailors have every
opportunity to excel
All Career Development Team (CDT) members must
complete the Navy Customer Service Manual (NAVEDTRA
14056) via NKO
Career Development Program cont.
Solicit Immediate Superior in Command/Type
Commander (ISCI/TYCOM) support
Assign a counselor for every 30 Sailors
Career Counselors must have suitable office space with
access to private counseling
The Career Information Management System (CIMS) is
the “primary” means to plan, schedule, and track CDP
activities
Utilize SECNAVINST 5216.5D to ensure all
correspondence is correct.
Career Development Program cont.
Review the career counselor budget and update annually
CCC/Unit CC is responsible for maintaining and
monitoring retention statistics and preparing
monthly/quarterly utilizing the Navy Retention
Monitoring System (NRMS) for submission to the CO
Utilize other counselors; its imperative at all levels to
maintain a network through continuous communications
Chapter 2: Career Development
Team (CDT)
Drastically reduces the one-on-one counseling for the
CCC/Unit CC’s
Engages the entire chain of command and provides a
means to guarantee continuity in career development
efforts and individual professional growth
Minimum career information training required is the
Career Development Training Course (CDTC) via the NPC
StayNAVY website
Career Development Team (CDT)
cont.
Composition of the CDT includes:
CO
XO
CMC/COB/SEL
CCC/Unit CC
Department Heads/ division officers
Department/division LCPO’s
Department/division career counselors
Counselors should be selected based on their ability to be effective
communicators; success depends on the command’s willingness to
assign the BEST Sailors to the CDT
Career Development Team (CDT)
cont.
Commands must avoid assigning Sailors whose other responsibilities
are too demanding
Large commands are encouraged to assign full time departmental
CCs. Departmental CC’s should attend the 4-week CCC course (A501-0011) and Unit CCs should attend the 2-week Career
Information course (R-501-0005), identified in the Catalog of Navy
Training Courses (CANTRAC).
CDT meetings should be held monthly and are critical to the success
of the program; scheduled via Planning Board for Training (PBFT) or
commands alternative scheduling vehicle.
Career Development Team (CDT)
cont.
CDT Meeting Components:
Have detailed agenda
Confirm guest speakers as required
CO should chair a command CDT meeting at least quarterly w/ OMBUDSMAN
Reserve space/room well in advance large enough for audience
Test audio/visual at least 15 mins prior to meeting
Cancels meetings far in advance as possible for rescheduling
CDT Meeting:
Review EAOS/PRD/HYT/PTS/CSB
Review results of all CDB’s from the previous month
Review all career development related issues
Review recent NAVADMINS, new programs, and policies
Annotate Minutes (start/end time, date, place held, members present/absent)
Chapter 3: Training
Training is the key ingredient to a successful CDP and is necessary
to assist in providing adequate and accurate career information to
Sailors.
CDT members and supervisors are considered trained/qualified after
they attend a CDTC (primary source of training).
CCC course quotas can only be obtained by the ISIC/TYCOM.
Department/Divisional CC’s training must be documented in the
members ESR via NSIPS.
Chapter 4: Command Sponsor and
Indoctrination Program
OPNAVINST 1740.3C establishes the Command Sponsor
and Indoc Program.
Commands must ensure all sponsors complete training
provided by the local FFSC prior to executing sponsor
duties.
Assign sponsors equal to or higher paygrade (at least
E5) to arriving Sailors.
Check-in points should be kept to a minimum but
efficient and positive.
Command Sponsor and Indoctrination
Program cont.
Topics for Indoctrination:
- Command mission/policy/operating schedule
- CO’s brief
- CMC/COB/SEL brief
- CDTC
- First Term Success Workshop (FTSW)
- Standards of conduct, command performance and
eval
standards, leave, liberty
- Religious facilities and services
- Navy Exchange facilities
Command Sponsor and Indoctrination
Program cont.
-
Navy Exchange facilities
Navy Relief
Legal
Medical and Dental
Red Cross
Fleet and Family Support Center(s)
Postal Services
MWR
Chapter 5: Career Development
Board (CDB)
Purpose: CDB provides all enlisted Sailors the opportunity for
optimal development of their professional skills, both military and
technical as per OPNAVINST 1040.11B (Navy Retention and Career
Development Program), thereby enhancing:
-
Unit readiness
Individual upward mobility
Job satisfaction
Retention of better qualified Sailors
“It’s the right thing to do”
CDB cont.
At the Command level CDB members will include:
-
CMC/COB/SEL (Board Chairman)
CCC (references, recorder)
Education Service Officer (ESO)
Department LCPO’s (as required)
Deparment CC’s (as required)
Mentor (as required)
CDB cont.
Department level CDB members will include:
-
LCPO
LPO
Departmental Career Counselor
ESO (as required)
Mentor (as required)
CDB cont.
Following topics will be discussed:
-
Rating / “A” School Selection (GENDETS)
Warfare Qualifications
Personnel Qualification Standards (PQS)
Military Training
Voluntary Education and GED completion
Officer Programs
Advancement
CDB cont.
CCC/ Departmental CC Responsibilities:
- Indoctrinate all newly reporting Sailors on CDB process
- Schedule CDB and maintain a tickler system
- Draft minutes and recommendations from the CDB to
chain of command for endorsement
- Maintain minutes of every CDB for 2 years within
Career Information Management System (CIMS)
- Provide personnel records and pertinent advancement
criteria and stats are available
CDB cont.
Command CDB:
Command level CDB will see all Sailors within 30 days of reporting.
Additionally, Sailors will appear before the CDB for the following
reason/requests:
- Recommended by department CDB
-
24 months prior to HYT / or those requesting HYT waivers
Striking for a rating
“A” school requests
Rating conversion/reversion
- Not approved for in-rate reenlistment or conversion 3RD rollover
PTS
- Commissioning program applicants
CDB cont.
- Advancement exam PNA (3X), standard score < 40, selection
-
board “not eligible”
Special Programs
CD records review for E7/8/9 selection board candidates
Non select E8/9
Professional Apprenticeship Program Tracks (PACT) 18 month
Upon member’s request
CDB cont.
Departmental CDB:
Professional growth and goal setting is the key to enhance career planning
and motivation.
Departmental CDBs will see all Sailors as stipulated below:
-
6 month
12 month
24 month
36 month
48 month
-
60 month
Transfer/SEP
Special Programs
PTS
CMS/ID (13 month prior to PRD)
CDB cont.
Recommended CDB Discussion Topics:
- Familiarization with individual Sailor’s background
- Command mission, vision, and guiding principles
- Command and Sailor goals/expectations
-
Introduce established CDP
Advancement
Rating “A” school selection
PQS
ASVAB
Reserve Incentive Bonus/MGIB-SR Eligibility
PTS/HYT
- Warfare qualifications
CDB cont.
Career Development Plan (CDP)
Who can better steer a Sailor’s career but a group of seasoned,
experienced , well trained and technical experts? What the
CDB does is not to force programs into the service member.
The board is here for guidance, and provide advice and
specific information on subjects not normally available at the
supervisory and lower management levels.
Chapter 6: Navigational Tracks
Timelines:
An effective timeline readily identifies Sailors approaching a
critical career decision point. Early and continuous
intervention ensures every Sailor has the information needed
to make an informed decision. Every command must track
the progress of each Sailor and provide necessary guidance
and counseling to support that decision. CIMS is an on-line
transactional system which will follow Sailors throughout their
career. CIMS is integrated with Navy Standard Integrated
Personnel System (NSIPS) and available to all CC’s who have
a PKI Certificate.
Navigational Tracks cont.
Transition and Counseling Timeline:
Transition counseling and assistance positively impacts retention and
mission readiness by providing professional career development
resources to Sailors. OPNAVINST 1900.2B (Transition Assistance
Management Program) is very specific regarding separation
guidance. Personnel transferring to the Fleet Reserve or retiring
should begin transition counseling or Transition Assistance Program
(TAP) at 24-months prior to EAOS. Historically, over 25 percent of
undecided or separating Sailors who attend pres-separation briefs
and the TAP workshop prior to 180 days from EAOS decide to stay
Navy!
Navigational Tracks cont.
Perform to Serve (PTS):
PTS provides Sailors greater opportunities for career growth and success.
PTS acts as a force shaping tool by leveling rating manning from
overmanned to undermanned, and acts as a centralized reenlistment
reservation system. The most important step in the PTS process is a
positive retention recommendation from the Sailor’s CO.
Career and Status Bonus (CSB):
CSB is for members who entered the US Navy after 1 August 1986.
The election must be made by the time the member has accrued
15years of active duty service and is irrevocable once that date is
passed.
Chapter 7: Career Information
Program (CIP) Review
The Career Information Program (CIP) review provides
the command with a means to assess the effectiveness
of programs and support systems that directly impact
the command climate. Commands can objectively
identify their organization strengths and other areas that
require further attention.
Per OPNAVINST 1040.11C ( Navy Retention and Career
Development Program), the CIP must be evaluated at
least annually and POA&M updated to make sure all
elements of the program are functioning properly.
CIP cont.
Plan of Action and Milestones (POA&M):
The POA&M should state exactly what action is to be taken,
who will be responsible for seeing it is completed, the start
date and completion date, the milestone dates, and the
expected results. Immediate action must be taken to carry
out the POA&M once it is written and approved by the CO.
CMC/COB/SEL and CCC should track all action items and
ensure they are completed as required.