CP11 - Comptroller Civilian Career Program


1. Mentoring & Coaching

  1. Mentoring involves counseling others, through formal or informal methods. A mentor willingly serves as a role model for his/her associate, sharing organization insights and lessons learned. Mentors provide sound advice on career development goals, strategies, and options. Coaching involves clearly communicating performance expectations and openly sharing information for the benefit of the organization. Coaches also model and communicate the values, behaviors, and work practices expected of the workforce. Like a mentor, coaches provide constructive feedback. Coaching is normally done in the context of a supervisor-employee relationship, and can be a daily activity.

  2. Managers or non-managers, either internal or external to a careerist's organization may perform mentoring. CP 11 careerists are encouraged to seek appropriate mentor(s). However, whether or not you have a mentor-associate relationship is entirely up to you. Careerists may choose to have more than one mentor. The need for a mentor should be discussed by you and your supervisor.

  3. Mentoring involves guiding and nurturing the growth of others through various stages of their development. Mentoring is a technique with strategies and practices that can be learned. Generally speaking, a mentor is someone of substantial experience, talent or professional standing who nurtures the career of an associate. Mentoring can be conducted through a formal program or by an informal understanding between a mentor and associate. The best mentors combine technical competence, business acumen, relevant experience, the ability to effectively communicate, and most importantly the ability to listen and provide candid and constructive feedback.

  4. A successful mentor will at a minimum:

    • Assist you with recommendations for training and work experience at each career level
    • Work with you to seek appropriate assignments, training and exposure
    • Act as an advisor for your career decisions, and provide necessary information about important organizational issues
    • Meet frequently and regularly with you to review progress
    • Care about you.

2. Resource Management Mentorship Program (RMMP)

  1. General

    1. Overview. RMMP is a formal mentoring program with an emphasis on acquiring and developing skills. The mentoring process requires Mentors and Associates to work together to reach specific goals and to provide each other with feedback to ensure goals are reached. Based on career interests, goals and needs, less experienced careerists (Associates) are matched with more experienced careerists (Mentors). Applications to participate in the RMMP are submitted in accordance with an annual formal RMMP announcement. Together, the Mentor and Associate share experiences that can build a successful and enriching partnership.

    2. Improvement Plan. The Associate prepares an improvement plan, identifying skill areas needing strengthening. The plan documents skills and experiences to be gained, specific activities to be pursued and an approximate time for finishing the developmental activities. The plan should be finalized with the Mentor and the Associate's supervisor.

    3. Partnership Plan. The Partnership Plan is a crucial part of the mentorship program. Key components include the confidentially of the partnership, duration of the formal partnership, frequency and place of meeting, approximate amount of time to be invested by both partners, specific role of the mentor, careerists goals and the no-fault termination.

    4. Program Manager. The program manager for the RMMP is a staff member assigned to the Comptroller Proponency Office. The Program Manager analyzes, evaluates and develops career management policies and procedures for the implementation, training, publicity and evaluation of RMMP.

    5. MACOM Program Sponsor. The program sponsor at each MACOM assists the Proponency Office Program Manager with implementation and evaluation of the RMMP.

  2. Program Guidelines

    Underlying RMMP's establishment in 1994 were these principles:

    • All resource management professionals, military and civilian, regardless of their skill levels, are capable of improving their current performance.
    • Professional development and growth should be both continuous and systematic.
    • Developmental efforts or plans should be based on comprehensive assessment of needs and the matching of these needs to specific developmental experiences.
    • Skill development should be consistent with the CP 11 Army Civilian Training, Education, and Development System (ACTEDS) Plan, for financial and resource management careerists and within the Functional Area 45 Comptroller Professional Development Guide for military personnel.
    • While this program is intended to enhance competitiveness and advancement potential, participation in, the program is not a guarantee or a prerequisite for, promotion.

  3. Program Objectives

    • To partner a more experienced resource management careerist, Mentor, with a less experienced resource management careerist, Associate, in order to improve overall job performance of the associate, provide the Associate insight into the Army culture and assist the associate in making career decisions.
    • To improve specific job skills of resource management careerists, thereby increasing their productivity and potential for higher jobs.
    • To improve employment and advancement opportunities for all resource management professionals to become part of the Army leadership.

  4. Civilian and Military Eligibility Requirements

    • Be a Comptroller Civilian Career Program (CP 11) careerist, grade GS-9 through Senior Executive Service (SES). GS-5 through GS-7 may participate on an exception basis.
    • Be a FA 45, Comptroller, in ranks Captain - General Officer.

  5. Program Length

    • The maximum time is one year per application; the length of each partnership could vary according to the needs and interests of the Mentor and Associate. Partnerships can be extended beyond the one-year either informally or formally, through submission of a RMMP application by both partners for continuation.
    • A partnership can be terminated at any time during the year. The "no-fault termination clause"" can be used by either partner at any time, for any reason.

  6. Mentor's Roles and Responsibilities

    1. There are numerous roles for the Mentor during the partnership. The roles will vary depending on the needs of the Associate, and on the partnership the Mentor builds with the associate. Like the hands on a clock, the Mentor's role points in many different directions. There are at least ten different roles: teacher, guide, counselor, motivator, sponsor, coach, advisor, referral agent, role model and door opener. At any given time, an Associate may require the mentor to perform one or all of these roles. How often the roles are changed depends on the needs of the Associate.

    2. Mentor's Responsibilities:

      • Serve as an unbiased confidant and advisor.
      • Discuss with the Associate's the Associate's current status and how it was attained, and suggest steps to take to reach his or her personal and professional goals.
      • Discuss the available resources within the Department of the Army that could possibility help the Associate reach his or her goal.
      • Provide objective and positive suggestions, as appropriate, on office demeanor and acceptable work ethics.
      • Provide objective and positive suggestions on how the Associate may improve job proficiency and productivity.
      • Informally assess the Associate's performance at least once a quarter. (The mentor will not provide input to the associate's annual performance evaluation).
      • Assist the Associate in finalizing the Improvement Plan.
      • Discuss the Partnership Plan with the Associate.
      • Complete the semiannually RMMP evaluation form.
      • Notify the Program Manager or Program Sponsor if:
        • The Mentor or Associate leaves the organization.
        • Telephone number, room number, grade or name changes.
        • The Mentor is experiencing difficulties with his or her Associate.
        • The Mentor has questions about mentorship program procedures.
        • The partnership ends - no fault termination clause.

  7. Associate's Roles

    1. The Associate, as well as the Mentor wears many hats. These include the roles of gauge, student and trainee.

    2. Associate's responsibilities:

      • Make initial contact with the Mentor.
      • Identify developmental areas and formulate and Improvement Plan for accomplishing goals.
      • Finalize Improvement Plan with the assistance of the Supervisor and Mentor.
      • During the partnership, continuously work with the Improvement Plan.
      • Discuss the Partnership Plan with the Mentor.
      • Notify the program manager and the Mentor if:
        • The Associate or Mentor leaves the organization.
        • Telephone number, room number, grade or name changes.
        • The Associate is experiencing difficulties with his or her Mentor.
        • The Associate has questions about mentorship program procedures.
        • The partnership ends - no fault termination clause.
        • Completes the RMMP semi-annually evaluation forms.
        • Expend required time and effort to make the partnership work.

  8. Mentorship Training CD

    The Mentorship Training CD is available to all careerists by contacting the Comptroller Proponency Office or by visiting the home page at http://www.asafm.army.mil.

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