CP11 - Comptroller Civilian Career Program
ACTEDS PLAN

ANNEX I
CAREER PLANNING

1. Introduction

A careerist's professional development is a shared responsibility of the careerist and supervisor. In order to design a successful career, each individual needs to take responsibility to create a career development plan and initiate actions that will lead to his/her career goals. To optimize current and future careerist contributions, supervisors and managers must be actively involved with their careerists in developing their career plans. This involvement includes periodic assessments of each careerist knowledge, skills, abilities, and experience. This assessment then leads to the generation of a 3-Year Individual Development Plan (3yIDP), identifying work assignments and training that promote Army careerists goals.

Professional development for an individual will contribute to improved performance. In establishing a financial and resources management career development template, personnel throughout the CP 11 community will utilize identical tools and approaches resulting in careerists becoming "universally assignable" across the Army in the multi-disciplined financial analyst area. Common tools and approaches will improve efficiency, decrease turnaround times, reduce down time, improve customer service and cut costs. The purpose of career development is to enhance current performance and enable individuals to take advantage of future opportunities. Career development cannot be directly associated with a promotion or increased pay -- there are no guarantees.

Members of the CP 11 community are encouraged to maintain a current set of skills and consider their continued professional education and development, as well as obtaining certification from one or more of the relevant organizations listed in Annex I. For those individuals already certified, e.g., Certified Public Accountants (CPAs), the CP 11 leadership endorses continuing professional education and development.

2. The 3-Year Individual Development Plan (3yIDP)

The Individual Development Plan (IDP) encompass a period of three years, hence the name 3-Year Individual Development Plan. The 3yIDP employs a concept which emphasizes discussion and joint decisions by the careerist, the supervisor, the senior rater/MCPM and with input from the careerist's mentor on the specific developmental experiences necessary to fulfill the mutual goals of individual career development and organizational enhancement over three year increments. Each 3yIDP is uniquely tailored to the needs of the individual and the organization. For example, one careerist might identify extensive skill training, where another careerist might emphasize a more academic approach. There is no set pattern -- the term "individual" is basic to the concept -- especially as it applies to the employee's willingness and capacity to learn and grow. This life cycle of professional growth and continuous learning utilizes a 4-level accreditation approach. This accreditation approach and the 3yIDP are discussed further in this section.

This ACTEDS Plan contains a framework of core competencies designed to aid in the development of an IDP. The 3yIDP is a personal action plan, jointly agreed to by you and your supervisor, that identifies your short- and long-term career goals over a period of three years. The 3yIDP should be updated annually to ensure that it reflects your professional goals as well as the organizations long-term plan for how it intends to use your skills in meeting the organization's goals and missions. A 3yIDP also identifies the training and other developmental experiences needed to achieve those goals, for the benefit of the individual and organization, within a specified time frame.

3. The Benefits of Career Planning

Why should you be concerned about planning your career? It is your career. If you don't take responsibility for the success of your career, then who will? Besides, considering all the time and energy you spend at work, why not ensure you get maximum satisfaction from your work and career? Additionally the Army benefits from having a competent and motivated workforce, capable of "re-tooling" itself to meet the demands placed on it by constant organizational and technological changes.

The workplace has been affected by a number of significant changes or trends, which have definite ramifications for your career planning:

  • Less job security: Gone is the era of high job security, with the same employer for life, where good workers automatically move up well-defined career ladders. Even in the federal sector, in response to increased pressures to reduce costs solutions like restructuring, downsizing and automation will continue to eliminate some jobs and drastically alter others. Workers will, of necessity, need to be more mobile in finding the right job--and employer.

  • Up is not the only way: With the thinning of management positions and flattening of organizational structures, the traditional linear career patterns will be less available. Careerists will need to be more flexible, adaptable and creative in identifying their next jobs, and may need to consider lateral moves or rotational assignments to broaden their experience or leverage their skills.

  • Technical knowledge and skills obsolescence: Rapid advancements in technology and state-of-the-art knowledge requires careerists to upgrade their skills and "re-tool" themselves just to remain current with their job requirements. For example, in high-tech organizations, some skills become obsolete within 18 months. Also, missions and projects end and new ones start up, often requiring new or different technical skills or expertise from the workforce.

It is definitely to your advantage to position yourself for long-term employability in the rapidly changing world of work. Begin preparing now for the future.

4. Roles and Responsibilities for Career Planning

Career development is a shared responsibility among careerists, managers, and the organization.
The following identifies the minimum actions each should take to ensure effective career development

Careerist's Role:

  • Determine what his or her career goals are today, as well as 5 years, 10 years and 15-20 years in the future
  • Assess individual aptitudes, strengths, and developmental needs with supervisor and mentors
  • Seek mentor and supervisor input and prepare a 3-Year Individual Development Plan (3yIDP) that supports both the current position and longer term professional goals
  • Work with his or her supervisor to schedule appropriate on-the-job training, required complementary formal training, and developmental activities

Supervisor's Role
The careerist's supervisor is in an excellent position to support his/her development by:

  • Providing feedback on your performance in your current job performance and identifying strengths and areas for improvement
  • Acting as a mentor and coach
  • Representing the organization's needs, goals and opportunities
  • Communicating what is happening around the local installation and within the Department of the Army and the Department of Defense
  • Helping assess the careerist's advancement potential and qualifications for other positions
  • Acting as a resource and referral for exploring the careerist's development options
  • Supporting the careerist's training and development, providing training opportunities and funding, if related to the mission, and ensuring funds are available.

Manager's Role:

  • Support the development and training of their subordinates, providing opportunities to discuss career goals and plans with every employee
  • Determine the job-related knowledge, skills, abilities and experience careerists need to effectively accomplish the work of the organization
  • Mentor and coach careerists in their professional development planning (See Annex H)
  • Help the careerist define the short-term and long-term development and training needs

Leader's Role:

  • Ensure an organizational structure exists that supports the required knowledge, skills, abilities and experience development of its workforce
  • Provide resources -- dollars and time -- for development to occur
  • Provide a clear road map for career development activities
  • Utilize the talents, abilities and resources of each careerist in support of organizational goals
  • Develop a proactive and realistic approach to meeting future staffing needs

Mentor's Role:

  • Assist Associate in determining skills and competency strengths and areas for improvement
  • Monitor an Associate's career development
  • Listen to the Associate
  • Recommend training and development opportunities
  • Serve as a role model, coach, guide and counselor
  • Provide professional advice on career issues
  • Motivate the Associate to attain higher career goals

CP 11 Executive Council's Role:

  • Assist in overseeing the Comptroller Civilian Career Program (CP 11)
  • Develop policy changes for CP 11 career management
  • Ensure a viable CP 11 Intern Program and full utilization of all Intern allocations
  • Make decisions on recommendations from the CP 11 Junior Executive Council
  • Review proposed changes to Army wide career program management
  • Develop and monitor CP 11 Strategic Plan
  • Oversee the ACCES registration and results

CP 11 Junior Executive Council's Role:

  • Advise the CP 11 Executive Council on career management issues
  • Disseminate CP 11 policy guidance to subordinate commands and installation CP 11 careerists ands training coordinators
  • Coordinate applications for developmental assignments and competitive training and professional development opportunities
  • Act as a liaison in gathering CP 11 training and professional development requirements
  • Serve as the advisor for CP 11 career issues at the MACOM, subordinate command or special staff

Comptroller Proponency Office's Role:

  • Oversee all CP 11 career management issues
  • Publish the Army Civilian Training, Education and Development System (ACTEDS) Comptroller Civilian Career Program (CP 11) Plan
  • Monitor administration of the Comptroller Civilian Career Program appraisal and referral systems
  • Communicate career management and planning information to CP 11 careerists
  • Formulate, justify, and execute FCR CP 11 ACTEDS central funding of all costs associated with PRMC, PMCS, ACC, EDFMT, ACP, GLFMP, HBCU and HIS Partnerships, Competitive Professional Development programs and University and College Long-Term Training
  • Oversee the nomination and selection processes for CP 11 short- and long-term training programs
  • Administer and support Proponency/career management advisory boards, (e.g., CP 11 Executive Council and CP 11 Junior Executive Council)

5. Knowledge of Work Environment

Answer the following questions to identify what is currently going on around you, at your Installation, and in the Army, and what changes you expect to occur in the near future:

  • How is the mission of your organization (e.g., branch, office, division etc.) changing?
  • What other changes are occurring regarding customers, services/products, work processes, organizational structure, reporting relationships and personnel? Is this a change of which you want to be a part or is it time for you to consider a move?
  • What are the organizations' changing needs regarding the workforce and what new expertise and skills will be required or desirable?
  • What opportunities are available for developing this new expertise and skills (work experiences, training, rotational/exchange assignments, professional conferences, mentoring, etc.)?
  • How might your role (job) change in your organization? How can you prepare for or develop new skills for these changes?
  • What new expertise and skills does your organization want you to learn?
  • What new missions or projects at your installation or within the Army appeal to you?
  • What are the organization's future needs?
  • What kinds of development activities would help position you for participation in another work project?

6. Knowledge of Self

To gain a better understanding of yourself, answer the following questions:

  • Of the new and recent developments in your organization or field, what interests you the most?
  • What are your current strengths for pursuing these interests?
  • What do you need to do to reposition your career so that you can get involved in these new developments?
  • Is it time for you to consider working outside of your Installation or MACOM? If you are considering a complete career change, what experiences and learning would help reposition your career in the direction of your new interests?
  • Of all the things you have done in the last 5 years (work and non-work related), what specific activities and functions have energized you the most? What developmental activities-work experiences, learning, skill building--would help you grow in or increase these energizing functions?
  • Other things you would like to learn are...
  • What non-work related issues do you need to consider that will likely impact your career plans (e.g., health, family, financial, and social)?

7. Integration of Knowledge of Self and Work Environment

To address the match between you and your career goals and organizational needs, answer the following questions:

  • In what areas do your interests and personal plans overlap with the changing needs of your organization? (Any areas of overlap represent "first choice" development targets).
  • What knowledge, skills or abilities are important for increasing or maintaining the quality of your performance in your present assignments? (See Annex A - Competencies).
  • What knowledge, skills or abilities would help you prepare for opportunities or roles you might have in the future? (See Annex A - Competencies).
  • Compared to the developmental needs suggested by these factors, what other interests for development are important for you?

8. Goal Development

A goal is a statement of a desired outcome or accomplishment that is specific, observable and realistic. Based on the data you have generated about yourself and your specific career issues, write some career goals for the next 3 years and answer the following questions:

  • What do you want to accomplish and what are the knowledge and skills you want to acquire or improve by this time next year?
  • What do you want to accomplish and what are the knowledge and skills you want to acquire or improve by the end of the second year?
  • What do you want to accomplish and what are the knowledge and skills you want to acquire or accomplish by the end of the third year?
  • What barriers or obstacles might prevent you from accomplishing your goals on time (e.g., time, money, and other commitments)?
  • What can you do to overcome these barriers or obstacles? What resources are available to help you?

9. Method for Taking Action

To achieve your career goals, identify the actions you plan to take by placing an "X" in front of all applicable actions. In planning your career moves, consider all of the following possibilities and remember "Up" is not the only way:

  • Lateral Move: Change in position within or outside an organization, but not necessarily a change in status or pay.
  • Job Enrichment: Expand or change your job in order to provide growth experiences for yourself.
  • Exploration: Identify other jobs that require skills you have and also tap your interests and values. Job rotation is an example.
  • Downshifting: Take an assignment or job at a lower level of responsibility, rank, and/or salary in order to reposition your career for something new and interesting to you, or to achieve a better balance between work and personal life.
  • Change Work Setting: No significant change to your job duties, but have a different boss, organization or employer.
  • No Change: Do nothing, but only after careful consideration.

Remember, there is a wide range of potential actions for you to consider in order to achieve your goals:

  • -- New assignments in your current job
  • -- Rotation to a different project/job
  • -- Seek a mentor(s)
  • -- Volunteer for a task force or process action/reengineering team
  • -- Obtain on-the-job guidance from someone who is more expert in a specific area
  • -- Attend seminars/conferences (on-site and off-site)
  • -- Enroll in university courses
  • -- Attend commercial/contracted courses
  • -- Experience self-paced learning (books, videos, computer-based instruction, etc.)
  • -- Attend professional organizations' education and training programs
  • -- Pursue an academic degree or certification program
  • -- Apply for sabbatical leave
  • -- Conduct informational interviews
  • -- Seek self development activities
  • -- Move to a new job within your Installation
  • -- Move to a new job within the Department of Defense, MACOM, agency or the Federal Government
  • -- Move to a new job outside of the Federal Government
  • -- Start your own business
  • -- Plan retirement
  • -- Other actions


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