Reserve to Active Duty

Reserve to Active DutyTransfering From National Guard/Reserve to Active DutyIt is possible to transfer from the active duty ranks to the National Guard or Reserves. In fact, the road is paved quite nicely to make that transition almost seamless. However, to be a Reservist in any branch of tafelgeschirr or National Guard, it is quite difficult to transfer into the active duty status. There Is No SimpleTransfer Process It actually can take months to process. A reservist or guard member must first be released from their reserve status and basically apply to join the active duty ranks. That means finding a recruiter to assist you with the processing into the military (active). The Guards, Reserves, and Active Duty components are all different. With very few exceptions (mostly for medical professionals), one canleid simply transfer from the Reserves/Guard to active duty. One must get an approved discharge from the Reserve/Guard component and then separately process for enlistment (or commission) for an active duty service. Exception Some Army Reserve and Army National Guard soldiers who are currently activated can apply for direct transfer to active duty. However, one may apply to the Reserves and/or National Guard for a conditional release. Basically, a conditional release says that the Reserve Component. or National Guard agrees to release you from the remainder of your commitmentif you are accepted for enlistment or appointment to an active duty service component. Regardless, the process is still long.See the official process here. Here Is a List to Get the Process Started Meet with an Active Duty recruiter -To start the conditional release process, you must see an active duty recruiter.Get a DD-368 signed by the recruiter (this is a conditional release form) -The Recruiter is the only partie who can request a conditional release. He/she does this by submitting aDD Form 368,Request for Conditional Release. This form must be signed by the member and the ac tive duty recruiter.Speak with your Chain of Command, and get their support -Its important to realize that a conditional release does not have to be approved. Its entirely up to the Guard/Reserve component. If your unit or componentis undermanned in your particular MOS/AFSC/Rating, they may disapprove the conditional release. Its also important to understand that this is not necessarily afast process. So, its important that you allow plenty of time for the DD Form 368 to make it through the review process. Submit DD-368 along with your entire military record to your unit.Your packet with your DD-368 will be moved up the chain of command to the General level. Be prepared to wait for months.Plus, it is not a bad idea to make duplicate copies of everything as there are always stories of the chain of command losing the package.When your packet reachesthe final approving authority, you will soon learn your fate. If the command approves it, you have a conditional release to join active du ty. If the command denies it, you are staying in the Reserves to complete your contract. If the conditional release is approved, you may then enlist (through the active duty recruiter) as a prior service candidate. (Or apply for OCS/OTS). This is true unless you have not yet been to basic training as a Guard or Reservist. If youve not yet been through basic training, and you get a conditional release approved, normally you are enlisted active duty as a non-prior service candidate (which offers more enlistment options). If your conditional release is approved, you will normally still be required to drill with your Guard/Reserve unit, until you actually go onto active duty. Unfortunately, prior-service candidates are among the lowest on the recruiting priority totem pole. Recruiters do not get enlistment credit for enlisting prior service candidates (i.e., prior-service do not count against their recruiting quotas). Therefore, some recruiters are not all that excited about doing all of the paperwork (including the extra paperwork it requires for prior-service candidates) for a recruit they dont get credit for (Many recruiters would rather spend their very valuable time working with non-prior-service accessions because those recruits are counted against their enlistment quotas). For complete details, see Prior Service Enlistments. Prior-service recruits dont get all the enlistment incentives available to non-prior-service applicants (Exception Some services offer prior-service re-enlistment bonuses for prior-service who are already qualified in certain acute shortage jobs). Usually, if a prior-service recruit has an MOS/AFSC/RATING that directly converts to an MOS/AFSC/RATING of the active duty service they are trying to enlist in, and if the service has a current need for personnel in that MOS/AFSC/RATING, then it is mandatory that the recruit enlist in that specific job. If the applicant is certified in a job that is not currently in need by the active duty s ervice they are trying to join, or if they have a job that does not cross-relate to the service they are trying to join, only then may they enlist into a different job. Conditional Releases are approved for a period of six months. If an extension is required, an additional three months may be granted. A copy of the Oath of Office or Enlistment contract should be returned to the losing component within the specified time frame.

How to Make Your Recognition Program Successful

How to Make Your Recognition Program SuccessfulHow to Make Your Recognition Program SuccessfulIn addition to your usual, thoughtful informal methods for recognizing and rewarding employees, are you interested in creating a mora formal program? Formal recognition programs require more structure, communication, criteria, consistency, and fairness than informal methods of employee recognition. In informal processes, keys to success include provide a lot of rewards and recognition so that employees dont regard them as scarce resources that must be gained at the expense of coworkers,provide recognition frequently so that employees are motivated by their work environment, in general,make the recognition unpredictable so that it does leid become an entitlement to employees, andmake sure that everyone receives recognition for an action or behavior frequently. Keep these characteristics of effective informal recognition in mind as you set up your formal program. But, you do need to treat form al recognition processes differently than the recognition you provide through your daily interaction with employees. Formal recognition programs are often created when an organization wants to improve specific activities or behaviors. With a formal program, the desired improvement is recognized and rewarded. Examples of Formal Recognition Programs for Employees These are examples of formal programs you might offer your employees. a monetary award for the employee who exhibited best practice customer service this week,a spot award for an employee who is observed facilitating the forward progress of a team,a sales commission increase on each sale that exceeds last years saatkorn day sales by x%,a monetary reward for increases in quality and production, anda monetary award for attendance. 6 Keys to a Successful Employee Recognition Program In a formal recognition program, criteria are important so that employees know exactly what change or improvement you seek. So are additiona l factors that make a formal program achieve its purpose. These are the components that must be present for the program to achieve its goals and avoid making employees upset and demotivated. Specific Components for Recognition Program Success First, establish criteria for what constitutes performance that is worthy of an award. If the actions and behaviors requested are elend measurable, verbally describe the desired outcomes in word pictures that are so clearly described that employees can share meaning with you on them. Where possible make the criteria measurable. But dont let your desire to measure cause you to pick a measurement that is not related to the key behavior you want to encourage. Sometimes what you most want from an employee is not measurable. Second, all employees who do the same job, or who work for the company, depending on the nature of the award, must be eligible for the recognition. If a manager is ineligible, all managers must be ineligible, for example. It is not in the best interests of your overall company goals and culture if one or two departments offer a formal recognition program that leaves others out if they are doing similar work. On the other hand, if only your production unit needs to improve production and quality, the rest of the company should not participate in the program. If the goal is to increase the helpfulness and service orientation of a call center, only call center employees should participate. Third, the method of recognition must inform the employee about exactly what he or she did to merit the recognition. Your goal is to encourage more of that behavior from your staff, so sharing the recognition publicly is good practice. Fourth, anyone who performs at the level stated in the criteria should receive the reward. If you want to limit the recognition to one employee, select a fair method for deciding which qualifying employee will be rewarded. For example, if 20 employees meet the criteria, place all qualified na mes in a drawing. (Employees may find the iffiness of this scenario problematic, though, so whenever possible give every employee who qualified an award. Consider asking your employees how they want you to implement the award process. They may surprise you. Or, consider cutting back on the amount of the award or the type of award to stay within your budget.) Do not make the mistake of allowing a manager to pick the winner from the people who qualified. It changes the nature of the recognition program and leaves it open to charges of teachers favorite and brown nosing, practices that negatively impact the morale of most employees. You cant change the program midway into the covered time period either. For example, you realize that you have 50 employees who have met all of the criteria for this weeks reward. You need to follow through, as promised, and award all 50if that was the program. You can introduce the idea of a drawing for the next weeks award. But, employees who work to exhi bit the behavior requested need to know in advance how you will handle the award.In one mid-sized company, 37 employees qualified for a $50.00 check for doing something above and beyond for a coworker. The formal recognition committee recognized they were going to give away their annual budget in just a few weeks so they examined their criteria for awarding the check and increased the difficulty. They also implemented a drawing with the concurrence of the employees who were clear about the budgetary constraints. Fifth, the recognition should occur as close to the event as possible so that the recognition reinforces the behavior the employer wants to encourage. (This is why monthly and annual formal recognition is not recommended. By the time you give the employee the reward, the success is a dim memory. Worse? You have failed to reinforce the behavior that you wanted to encourage more of from the employee.) Sixth, you need to accompany the formal recognition with an official letter or a handwritten note that reminds the employee why he or she received the award in detail. Employees cherish these notes forever. When the money is spent and the food treat has been eaten, you have given them something substantive to remind them that they were recognized and rewarded. Conclusions A formal recognition program has special challenges that your informal methods dont have. But, each has their place in a company that wants to provide a work environment in which employees fell recognized, rewarded, and thanked for their efforts and contributions. Heres more about how to approach formal recognition. More About Saying Thank You and Employee Recognition 7 Employee Recognition TipsWhat Employees Want From Work40 Ways to Say ThankYou at Work

Top trends in Philadelphia Hiring

Top trends in Philadelphia HiringTop trends in Philadelphia HiringTop trends in Philadelphia HiringIntelligence dug into whos hiring and for what in Philadelphia these days. If youre recruiting in this area, youll want to know what we found.Philadelphias diverse economy is geared towards information and service-based industries. The area is a mecca for tourists due to its many historic attractions and is home to a number of post-secondary educational institutions and Fortune 500 companies. The biggest drivers of job growth are the Philadelphia metro areas professional and business services, healthcare, and leisure and hospitality industries. The area has created 60,700 new jobs over the past 12-months the unemployment rate welches 5.7% in August 2016 which was 0.8 percentage points above the national rate of 4.9%.By August 2016, about 3.1 million workers were employed in the Philadelphia area, and the market accounts for 16% of all jobs posted on in the Middle Atlantic region. To giv e you some insight into what your recruiting competitors are up to, our Intelligence team analyzed data from the CEB TalentNeuron tool to identify which companies are posting the most jobs, and which jobs are most listed, and which jobs are most searched. Supporting Philadelphias diverse economy some of the positions most in-demand include truck drivers, registered nurses, and retail workersWhat are companies hiring for?Most Common Employment in PhiladelphiaRetail salepersonsCashiersRegistered NursesFood Preparation and Serving WorkersCustomer tafelgeschirr RepresentativesMost In-Demand Jobs in PhiladelphiaTruck Drivers, Heavy and Tractor-trailerRegistered NursesRetail SalespersonsRetail SupervisorsMarketing ManagersPhiladelphia Jobs41% of available Philadelphia area jobs are for Healthcare, Sales, and Technology workersOf all open healthcare positions, 42% of available Healthcare jobs are for NursesOf all open sales positions, 47% of available Sales jobs are for RetailOf all open t echnology positions, 30% of available Technology jobs are for Software DevelopersMost Common Philadelphia Jobs IncludeTruck Drivers, Heavy and Tractor-trailer employed 22,100Annual wage $45,690Registered Nurses employed 66,800Annual wage $76,460Retail Salespersons employed 91,630Annual wage $26,820Retail Supervisors employed 18,990Annual wage $47,870What are job seekers looking for?Most viewed Philadelphia jobsSecretaries and Administrative AssistantsSales Representatives, Wholesale and ManufacturingCustomer Service RepresentativesMiscellaneous Business Operations Specialists (e.g., Project Managers, Contracts Administration, etc.)Miscellaneous Managers (e.g., General Managers, etc.)Top Philadelphia job searchesAdministrative AssistantPart TimeReceptionistCustomer ServiceSalesAccountingHuman ResourcesWarehouseMedical AssistantMarketingWant to know more about the top trends in Philadelphia hiring? Check out the Philadelphia Market Overview from Intelligence.Data finding are based on analysis of all available online jobs reported by the TalentNeuron tool and job seeking activity from more than 22 million unique visitors1.1comScore Media Metrix, 1Q 2016, 3-month average, (includes all US Mobile + PC traffic)