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**By: Ms. Veronica Reid, Headquarters, AMC G8, Manpower Division, Redstone Arsenal, Alabama**
I was selected as a DA Intern in Career Program 26 in 2000. I entered the CP26 program without the wide-eyed innocence seen in many interns. The CP26 program provided a map for progress and I wholeheartedly accepted the challenge.
By 2016, I realized, while at a CP26 presentation, that I’d surpassed many milestones and trainings in the career program. At that briefing I listened with a feeling of accomplishment that quickly turned into a subtle fear of stagnation. I realized that I’m close to the retirement age and none of those things related to my current status. Since my mind is not on retiring, I turned my thoughts to what can be done to remain relevant in the current workforce and government environment.
I began by exploring my career program. CP26 provides progressive education in the form of correspondence courses, residential courses, developmental assignments and various networking opportunities. To progress, I followed the career map as recommended. CP26 continues to tout other opportunities as the Proponency Office reaches out through various media channels and their roadshows. The sky is the limit for everyone, including myself. The CP26 Program is a valuable tool that I can use to build the next phase of my professional development and I will continue reaching into the CP26 guidance to apply what I need.
Today’s federal civil servants are much older than they were a decade ago. In accordance with a GAO report (GAO-14-215), dated January 2014, out of 1.96 million permanent career employees on board in September 2012, at least 14 percent of were eligible to retire. By the end of this fiscal year, 31 percent of onboard personnel will be eligible to retire. Although eligible, many of the population are not necessarily planning to retire. AARP reported that almost 80 percent of “Baby Boomers”, planned to continue working. Based on financial and personal reasons, including the desire to stay in that functional field, we will continue working.
As the civilian personnel system acknowledges the aging workforce, they also are developing different training programs to expand the knowledge and abilities of the veteran careerist. The Senior Enterprise Talent Management (SETM)/Enterprise Talent Management (ETM) Programs are a series of leadership and developmental trainings designed for the career civilian who wants to perform in positions of increased responsibilities. The programs combine leadership courses with developmental assignments, details, shadowing and reassignments.
Developmental assignments are one of those tools promoted by my organization as they help fill personnel gaps. These assignments also provide an “on-the-job” level of experience that bridges the understanding to different functional areas and provides a clearer picture of the Army at large.
In the current Army picture of reduced civilian positions and questionable funding, the hiring processes have slowed and competition for new jobs or promotions have increased. With the younger careerist having recently completed degrees or updated training, they seem to have an advantage. Although true, I don’t want to be left behind. To remain pertinent and skilled, I had to free my mind of the thought that age matters. The idea alone can affect job performance, reducing your value to the organization. I furthered the idea by encouraging myself with affirmations; I recognize my positive qualities, trust in my competence, remember my accomplishments and believe in the power of laughter. I am capable of continuing and excelling in this functional field regardless of my age.
The decrease in resources have forced organizations to adapt by reshaping how they function. Managers are developing, reviewing, analyzing and prioritizing mission requirements. In this type of environment, I must remain flexible to new ideas and new task. Where there are gaps in manpower, there lies an opportunity to volunteer and accept responsibilities outside the realm of everyday duties. I’m currently a member of a team, a committee, or taskforce as necessary to help my organization with their change. I am in the midst of change, thereby staying aware of the evolving organization and Army, accepting any challenge and expanding my knowledge base.
The senior careerist has a wealth of experience and knowledge that can be shared to help the organization maintain. Through the mentoring process, the senior careerist can voluntarily escort a young careerist through the federal system. Assisting the younger workforce can be done by just making yourself available. As one of the senior analysts in my office, I connect to the new personnel and over time, provide as much time and assistance into anything they may need.
The enemy of the aging individual is complacency. With the quick changes and full evolution of an organization, I can be lost if I remain stagnant. Acceptance of the status quo gives the perception that we, in this age group, have no ambition and are not flexible to change. Therefore remaining relevant in this environment means continuing to be a viable contributor to the work force and expanding my knowledge base. It is as simple as changing my thought processes, seeking formal training opportunities that are available, challenging oneself to do something new through temporary assignments, and taking on the role as mentor. My resilience also can be expanded further by keeping up with technology, enhancing my communication skills and practicing critical thinking. I may not be the organization’s tomorrow, but I will be the bridge that gets the Army to a brighter future.
| Date Taken: | 11.07.2017 |
| Date Posted: | 11.15.2017 09:43 |
| Story ID: | 254391 |
| Location: | HUNTSVILLE, ALABAMA, US |
| Hometown: | HUNTSVILLE, ALABAMA, US |
| Hometown: | REDSTONE ARSENAL, ALABAMA, US |
| Web Views: | 47 |
| Downloads: | 0 |
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