Cdb 100723105053-phpapp01.ppt
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The document outlines the purpose, composition, tone, responsibilities, and topics that can be discussed during Career Development Boards (CDBs) for enlisted Navy personnel. CDBs aim to provide sailors opportunities to develop professional skills, discuss career goals and plans, address advancement or schooling issues, and receive guidance from experienced personnel to enhance career progression and retention. Membership includes the Command Master Chief, Career Counselor, Personnel Officer, and sailor's supervisor. CDBs should be conducted in a comfortable environment and provide confidential advice, feedback, and information to help sailors achieve their professional objectives.
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Cdb 100723105053-phpapp01.ppt
- 2. PURPOSE To provide enlisted personnel the opportunity for optimal development of their professional skills (military and technical) thereby enhancing individual upward mobility, job satisfaction, and ultimately, the retention of better qualified personnel.
- 3. COMPOSITION Membership shall include, at a minimum, the following: Command Master Chief – chairperson , he/she presides and coordinates the program, oversees entire process; Command Career Counselor – schedules the board and prepares CDB packages; Personnel Officer or personnel office representative – provides information/data from the Enlisted Service Record and the EDVR; and Leading Chief Petty Officer or Leading Petty Officer or both – accompanies the sailor and provides the board the sailor’s DIVO record and training jacket.
- 4. CDB Composition can also include: Training Officer Educational Services Officer Departmental Senior Enlisted Other enlisted or officer, as the situation warrants
- 5. TONE and SET-UP The Board should not be overly formal in conduct. should be conducted in an environment that provides the individual with confidence in expressing their goals openly. the boardee should be encouraged to be comfortable and not to feel intimidated, for him or her to be able to speak freely without the fear of retribution.
- 6. The presence of the sailor’s immediate supervisor, LPO or LCPO or department head or all of them at the same time, could give the boardee a feeling of uncomfortability. It is not uncommon or unwise to give the senior enlisted their much needed breaks. Their temporary absence could make the difference.
- 7. Location or venue also plays an important factor. An environment that is well lit, clean and properly set up is conducive for open discussion and enhances the sailor’s thought process.
- 8. the WHO? the WHY ? & the WHEN?
- 9. Career Development Boards are scheduled for E-1 to E-9 within 2 weeks of reporting onboard, and at least annually thereafter. or, at anytime a service member requests for it.
- 10. WHAT CAN BE DISCUSSED? - Professional growth and goal setting - this is ideal for sailors for their Initial CDB, and for most junior sailors, especially first termers. Topics covered are career intentions, long and short term goals, interest in special programs, commissioning programs, education opportunities (on and off, military and civilian).
- 11. Advancement E-6 who didn’t make the selection board or have made the selection board but was not advanced. Non selection for Limited Duty Officer or Warrant Officer Programs (Traditionally, advancement CDBs are held for personnel who have PNAd 3 times, or have scored lower than 40, or failed the exams) • Commissioning programs – requests, applications or non acceptance. Education programs – to include academic skills or basic skills and GED.
- 12. Rating accession or conversion - Undesignated seaman, airman or fireman striking for a specific rating, or petty officers in overmanned ratings requesting to convert to a Creo group 1 or 2 rating. Formal Navy schools – requests for A (basic) or C (advanced) or P (refresher) schools, or other formal schools related to their current rating for a specific NEC, or schools to better perform command collateral duties, i.e. DAPA, etc., or other Training Assignments HARP, or BJHARP. OTEIP requestees can also be boarded.
- 13. Physical fitness education – physical fitness assessment failures. AND for whatever reasons that will help the sailor’s growth, militarily and professionally.
- 14. RESPONSIBILITIES OF THE CAREER DEVELOPMENT BOARD Provide expertise in complicated rating entry, advancement, and special program procedures 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. We are here for guidance.
- 15. Provide advice and specific information on subjects not normally available at the supervisory and lower management levels. CDBs are important to the command’s structure. They can serve as a catalyst to motivate sailor and show them that their goals and aspirations are important to the people they work for and work with.
- 16. Each CDB should function to anticipate the needs of a member rather than wait for the member to request assistance. CDBs are not designed to circumvent the chain of command but to function within the chain of command to give personnel accurate and up to date information and sound advice. It is our responsibility to monitor career progressions and determine when a PDB may be necessary
- 17. References OPNAVINST 1040.11 Navy Retention Program BUPERSINST 1040.5A Career Development Boards
Hinweis der Redaktion
- Career Development Board is one of the major Navy Retention Program tools. USNSE’s first ever CDB was held 22 May 2003 and our goal is to have one CDB a month until all USN Enlisted Personnel are boarded before the fiscal year ends. We find it timely though to do a CDB on the PO2s who PNAd the last Navy Wide exam cycle.
- Professional skills pertain to both military and technical skills. Although USNSE JCSC does not have a serious retention issue yet, whatever advice and information we give and impart to USN personnel will surely have a significant impact on their future career plans and CDB when when organized properly, can significantly influence advancement and the retention of our sailors. Case in point: For incoming personnel, Larissa is a 1 year unaccompanied, and 2 years accompanied. USN personnel who transfers to Larissa obligates prior to coming here for 2 years at a minimum, whether it be an extension or reenlistment. Others have to hard obligate for 6 if they guarded this tour. The earliest EAOS we have for the careerist, that is for sailors who have more than 10 years of service, , is 04 Feb. For first timers, its 2005 May. And for second termers, its 2005 September. So, even for USNSE JCSC Personnel who transfers out of here still doesn’t need to obligate for their next set of orders. Since USNSE JCSC stood up, we’ve only had ONE reelistment. That would be 2 by next month, only because SKC have maxed out his extension months to 48, otherwise he would have opted for a ONE month extension to obligate until 2005 July for his orders to London. By the way, extensions to be counted towards retention, it has to be a qualified extension, meaning extension of 24 months or more.
- At a minimum, the board will have the CMC or the SEA, who presides and is the chair person, the one who coordinates the program. The command career counselor does all the scheduling and preparation of the CDB packages. The package provides board members “statistics”, so to speak, about the personnel being boarded based from service record and edvr entries. The package gives the board member some kind of a perspective about the individual and can be a bases for their questions and inquiries, and recommendations. The personnel officer or a personnel office representative, in a large command, provides the facts and figures that the CCC compile for the individual package.. LCPO or LPO or any senior enlisted representative who will accompany the individual, with DIVO record and training jacket or folder for board review.
- The boardee is encouraged to be comfortable and not feel intimidated, for him or her to be able speak freely without the fear of retribution. Its funny how sometimes CDB, like Captain’s Mast or Page 13, has a bad rap. To some, it has a negative connotation. Like they are in deep trouble if they went to one. Also, the presence of their immediate supervisor, LPO or LCPO or department head or all of them at the same time, give the boardee a feeling of uncomfortability. If it does happen, it is not uncommon or unwise to give them their much needed smoke breaks . Their temporary absence could make the difference. The location or venue also plays an important factor. An environment that is well lit, clean and properly set up is conducive for open discussion and enhances the boardess comfortability and thought process.
- 1. For general guidance, no specific topic for CDB. Usual topics of discussion are: career intentions, long and short term goals, interest in special programs suck as different navy schools, commissioning programs. Duty rotations, locations and preferences. Education endeavors, on and off duty, military or civilian. For E-3 to E-5 who PNAd. E-6 who didn’t make the selection board or have made the selection board but was not advanced. Non selection for Limited Duty Officer or Warrant Officer Programs (Traditionally, advancement CDBs are held for personnel who have PNAd 3 times, or have scored lower than 40, or failed the exams. Commissioning programs, both for Requests, applications or non selection. Education programs to include academic skills or basic skills and GED. Undesignated seaman, airman or fireman striking for a specific Rating, or petty officers in overmanned ratings requesting to convert to a creo group 1 or 2 rating. Requesting for A(basic) or C(advanced) or P(refresher) schools, or other formal schools related to their current rating in order to have a specific NEC, or schools to better perform command collateral duties, i.e. DAPA, TCO, CCC, or other Training Assignments HARP, or BJHARP. OTEIP requestees can also be boarded. Physical fitness education for personnel who fails Physical Fitness Assessment
- 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 nor do we order or direct them to do this or that. We are here for guidance.
- It is our responsibility to monitor career progressions and determine when a PDB may be necessary. This is an except from USNSE’s instruction and it sums up the CDB’s responsibility. You would be surprised how many junior personnel, specifically first timers, have no clue as to what they are eligible for when they first joined the Navy. But look at it this way, If we can get them to four years, we have a chance to show them that the Navy can become a career, and CDBs can reinforce that possibility and turn that possibility into a reality. I’ve personally witnessed possible discharges into retention numbers as a personnelman and a career counselor. To sum it up, CDBs are important to the command’s structure. They can serve as a catalyst to motivate sailor and show them that their goals and aspirations are important to the people they work for and work with.