Career Program Leadership
Each career program has a functional chief and a functional chief representative. CP Functional Officials are responsible for:
- Monitoring effective career management within their career program
- Monitoring progress of career management-related EEO goals
- Developing policies, procedures and program requirements
- Resolving career management issues, reviewing proposals for program changes, reviewing program effectiveness
- Projecting intern requirements
- Fostering broad-based employee representation and ensuring all qualified candidates are equitably considered for promotions to Executive level feeder grades
- Establishing training and development requirements.
Progression Levels.
Army career programs include the following five levels of progression:
- Intern level: Includes entry-level positions GS-5 through GS-9.
- Specialist level: Includes mid-level full performance positions at grades GS-9 through GS-12. This is generally considered the journey-level for most CPs and the beginning supervisory level for the journey-level.
- Intermediate level: Includes mid-level full performance positions at grades GS-9 through GS-12. This is generally considered the journey-level for most CPs.
- Management level: Includes positions, usually GS-13 through GS-15, that have substantial technical or managerial responsibilities.
- Executive level: Includes senior executive service (SES) positions.
Recruitment.
Most replacement needs are met through standard local recruitment of experienced personnel or through the career referral process implemented through Resumix. Any remaining Army-wide career program staffing needs are met by the intern program or through other planned entry-level programs.
Referral.
CP Mandatory Army-Wide Referral Levels and Occupational Series identify candidates for referral to vacancies at specified grade levels to:
- Ensure an adequate number of high-quality candidates are referred to selecting officials.
- Give employees adequate opportunities to advance.
- Encourage mobility and offer employees a variety of assignments that can result in the broad background necessary for management or executive level positions.
- Assist in meeting Affirmative Employment Plan (AEP) requirements and the plan for individuals with disabilities.
- Achieve efficiency through central development and validation of standard candidate evaluation procedures, avoidance of repeated candidate application and evaluation for similar jobs
- Maximize the use of automation.
Career Development.
Training, education, and development are vital parts of career management. At each stage in a civilian career, training, education, and development assignments improve job performance and build qualifications. Within Army programs, career development is through the Army Civilian Training, Education and Development System (ACTEDS) Plans.
- ACTEDS is a requirements-based system that ensures planned development of civilians through a blending of progressive and sequential work assignments, formal training, educational courses, and self-development for individuals as they progress from entry to key positions. ACTEDS provides an orderly, systematic approach to technical, professional, and leadership training, education, and development similar to the military system. ACTEDS is applicable to all civilian occupations covered by career programs and career fields alike.
- ACTEDS Plans are designed to provide a road map of progressive and sequential technical and leadership training and assignments for individuals as they progress up the ladder. Individual career program/field ACTEDS plans issue specific guidance on training and development requirements from the intern through the executive level. Each ACTEDS plan recommends developmental assignments to broaden employee perspective and expand the depth and breadth of knowledge needed for movement into higher level position