Experienced Protective Services Resume Template 2018s Top Format

Experienced Protective Services Resume Template 2018s Top FormatExperienced Protective Services Resume Template - 2018s Top FormatCreate ResumeGabriella Griffin100 Main Street, Cityplace, CA, 91019Cell (555) 322-7337 example-emailexample.comSummaryAccomplished United States Air Force veteran with TS/SCI clearance with over five years of decorated experience in law enforcement, security operations, and entry control with an honorable discharge pursuant of a career in the security and protective services field in which my extensive experience will become extremely beneficialHighlightsTS/SCI ClearedFirst Aid trainingWeapons trainingSecurity of Distinguished PersonnelDefensive TacticsCounter-terrorism StrategiesSituational DeescalationCrime Scene ManagementSafeguarding Classified MaterialCrime PreventionCustoms/ImmigrationsLaw Enforcement Public SafetyOC CertifiedMEB Asp CertifiedInterview/InterrogationsTraffic ControlExperienceSecurity Forces MemberAugust 2007 to May 2013 United St ates Air ForceUS Air Force Most Previous Assignment Andrews AFB (2010-2013)Overseas Tour Lakenheath AFB, England(2008-2010)Deployments 6mo. U.A.E 6mo. KuwaitFulfilled an extensive range of law enforcement, security, and entry control operations. Knowledgeable in the use of firearms, asp baton, OC spray, and x-ray detection systems. Two deployment tours with a combined year of experience in third world customs and security operations. Served a two year tour overseas at Lakenheath AFB, England to supervise an entry control facility for a high intel resource. Trained numerous subordinates both stateside and abroad. Extremely proficient in the security of resources, classified material, and dignitaries. Fully competent in handcuffing/searching procedures as well as conflict de-escalation.Awards and RecognitionHonored with Unit Meritorious Service Medal in 2010 as well as 2012, Good Conduct Medal(2010), and Marksmanship with the M-4 RifleEarned consistent commendations from leadership for devotion to duty, selflessness, and the maintaining of Air Force core values which set a positive example as well as standard for subordinatesRated 5 out of 5 on my enlisted yearly performance reviews accompanied by high scores on annual job qualification testingEducationHigh School Diploma 2007 East Hampton High School East Hampton, NY, USLaw Enforcement Securtiy, 2007 USAF Security Forces Academy Lackland Afb, TX, USCustomize ResumeMore Law Enforcement and Security ResumesEntry Level Correctional Officers Resume Templates

Performance Development Planning

wertmiger zuwachs Development PlanningPerformance Development PlanningAre you looking for the process that provides the heart of your performance management system? Youve found it. The Performance Development Planning (PDP) process enables you and the people who report to you to identify their personal and geschftlicher umgang goals that are most significant to your organizations success. The process enables each staff person to understand their true value-add to the organization. They do so when they understand how their job and the requested outcomes from their contribution fit inside your department or work units overall goals. Personal Developmental Goals In the process, staff members also tischtischset personal developmental goals that will increase their ability to contribute to the success of your organization. The accomplishment of these goals also provides a foundation for their career success whether in your organization or elsewhere, so they ought to be motivated and e xcited about achieving these goals. Your system of Performance Management, with the PDP process for goal setting and communication, will ensure that you are developing a superior workforce. As one CEO remarks daily, The only factor that constrains our growth is our ability to hire a superior workforce. Why not grow that talent from within your organization as well? PDP meetings are held at least quarterly to review the staff persons progression on the overall goals and objectives. Your staff persons progress on the action plans that result from the PDP goals is reviewed at your weekly one-on-one meeting. This weekly meeting allows you to offer assistance and to identify any help or tools the staff person needs to succeed. Make the Performance Development Planning Meeting Successful Schedule the Performance Development Planning meeting and define pre-work with the staff member.The staff member reviews personal performance for the quarter, writes business and personal developmenta l goal ideas on the PDP form and gathers needed documentation, including 360-degree feedback results, when available.The supervisor prepares for the PDP meeting by clearly defining the most important outcomes needed for the staff persons job within the framework of the organizations strategic plan. The supervisor writes business and personal developmental goal ideas on the PDP form in preparation for the discussion.The supervisor gathers data including work records and reports and eingabe from others familiar with the staff persons work.Both the supervisor and the employee examine how the employee is performing against all criteria, and think about areas for potential development.The supervisor develops a plan for the PDP meeting which includes answers to all questions about the performance development planning process with examples, documentation, and so on. Recognize that this process takes place quarterly and that the most time and work are invested in the first PDP meeting. The rest of the quarterly PDP goals, maybe for years, update the initial goals. So, while seemingly time-consuming on the front end, the PDP process, with a formal, effective foundation of solid personal and business goals, is less time consuming as quarters pass. The PDP continues to create business and employee success and value during its lifetime. With quarterly updates, the PDP process contributes to the future. During the Performance Development Planning (PDP) meeting Establish a comfortable, private setting and chat a few minutes to establish rapport with the staff person.Discuss and agree upon the objective of the meeting to create a performance development plan.The staff member is given the opportunity to discuss the achievements and progress accomplished during the quarter.The staff member identifies ways in which he would like to further develop his professional performance, including training, assignments, new challenges and so on.The supervisor discusses the employees p erformance for the quarter and suggests ways in which the staff member might further develop his performance. The supervisor provides input to the employees selected areas of personal and professional development and improvement.Discuss areas of agreement and disagreement, and reach consensus.Examine job responsibilities for the coming quarter and, in general.Agree upon standards for performance for the key job responsibilities for the quarter.Discuss how the goals support the accomplishment of the organizationsbusiness plan and the departments objectives.Set goals together for the quarter.Agree upon measurement for each goal. Assuming performance is satisfactory for the quarter, agree on a personal and professional development plan with the staff person, which helps him grow professionally in ways important to him and your organization.If performance is less than satisfactory, develop a written Performance Improvement Plan (PIP), and schedule more frequent feedback meetings. Remind the employee of the consequences connected with continued poor performance.The supervisor and the employee discuss the employees feedback and constructive suggestions for the supervisor and the department. Discuss anything else the supervisor or employee would like to discuss, hopefully, maintaining the positive and constructive environment established thus far, during the meeting.Mutually sign the Performance Development Planning document to indicate the discussion has taken place.End the meeting in a positive and supportive manner. The supervisor expresses confidence that the employee can accomplish the plan and that the supervisor is available for support and assistance.Set a time-frame for aformal follow-up meeting, generally quarterly. I recommend you set the actual date for follow-up. Following the Performance Development Planning Meeting If a Performance Improvement Plan (PIP) was necessary, follow up at the designated times.Follow up with performance feedback and discu ssions regularly throughout the quarter. (An employee should never be surprised about the content of feedback at the quarterly performance development meeting.)The supervisor needs to keep commitments relative to the agreed upon personal and professional development plan, including time needed away from the job, payment for courses, agreed-upon assignments and so on. The supervisor needs to act upon the feedback from departmental members and let staff members know what has changed, based on their feedback.Forward appropriate documentation to the Human Resources office and retain a copy of the plan for easy access and referral. When your organization develops the discipline and commitment necessary to carry out regular performance development planning, your organization will win. This systematic method for cascading goals and commitment throughout your organization will ensure your success. Can you think of a better way to communicate and measure your key strategic objectives to ensu re progress and success?

Marine Corps Humanitarian Transfers

seestreitkraft Corps Humanitarian TransfersMarine Corps Humanitarian TransfersUnfortunately, for military and civilians alike, difficulties happen in life that require special attention from employers, or in this case the chain of command. Normally, these are the types of life challenges that stop us dead in ur tracks and we are forced to deal with these situations. Situations like terminal illness of an immediate family member (spouse, child), sole child guardian seriously ill or passes away suddenly, or other life changing events will like prompt a few different responses from the military members chain of command to assist Humanitarian Transfer, Hardship Discharge, Emergency Leave, or Temporary Assigned Duty. Humanitarian Tranfers Marine Corps Humanitarian Transfers to another duty station or the cancellation of PCS (permanent change of station) orders to permit retention on station are initiated at the request of the individual. The transfer action is for the personal conveni ence of the Marine and is designed to solve short-term situations. Such transfers are for the members convenience and there are no entitlements to travel or transportation allowances for the member to return to the old permanent duty station to assist in the movement of dependents or household goods. Travel and transportation allowances will be allowed from the member/dependents location to the new permanent duty station upon receipt of the authorization for the humanitarian transfer. For the purposes of Humanitarian Transfers, short-term is defined as 36 months or less, or date of release from active duty/discharge, whichever comes first. Approvals for retention on station are normally approved for 12 months. Personal and family aufgabes that can reasonably be expected to continue beyond three years from the date of transfer are considered long-term in natureand could constitute a limitation on the availability of the Marine for worldwide assignment. As such, the solution to the Ma rines dicke bretter bohren mssen may more appropriately be a hardship discharge or transfer to the FMCR or Retired List in lieu of being discharged. Program Criteria To qualify for consideration under this program, the following criteria must be satisfied The situation must be of such severity as to present a personal problem that is more severe than those normally encountered by Marines and their families in the course of military service.The hardship occurred or was aggravated as a result of the Marines beginning the initial term of service, or subsequent to the date of the last reenlistment.The Marine has made every effort to solve the personal problem by taking leave corresponding with social service agencies in the locale of the hardship filing dependency applications and registering allotments for financial support to immediate family members seeking legal assistance at the present duty station and seeking medical treatment (including psychological counseling/therapy) for family members at the present CONUS duty station, i.e., Chaplains, Family tafelgeschirr Centers. The problem described must be controlled or resolved to permit the unrestricted assignment of the Marine within the time frame of a normal CONUS tour (36 months).The problem must involve the Marines immediate family and the individuals presence must be required to alleviate or eliminate the hardship. For the purpose of humanitarian transfer/TAD/retention on station, the term immediate family is defined as the spouse, natural or step-children, brothers, sisters, and the Marines or spouses parents. A person who has stood in loco parentisfor at least 2 years preceding the Marines entry on active duty qualifies as a parent for the purpose of this paragraph. Requests for humanitarian transfer will not receive favorable consideration when the basis, therefore, is to assist in farming/mining ventures, personal business ventures, or to attend to personal legal matters. When the Marines presence is requested solely to provide moral support, transfer/reassignment will not be directed. Examples of Normally Approved Requests Requests for humanitarian transfer/TAD/retention on station or hardship discharge generally will receive favorable consideration when the following conditions exist dem tode nah illness (life expectancy less than 6 months) of a member of the Marines or spouses immediate family (as defined above), where the presence of the Marine is required.Illness of a member of the Marines or spouses immediate family where the attending physician certifies the Marines presence is required for the well-being or welfare of the patient.No other relatives are capable of providing the assistance necessary to alleviate the hardship.A Marine becomes a single parent as a result of unforeseen circumstances for example, the death of a spouse. Where ahumanitarian transfer is desired, the requested duty station must have a billet vacancy requiring the grade and MOS of the Marin e. As a matter of general policy, when a humanitarian transfer request is approved, a Marine will not be assigned to a recruiting station, Marine Corps district headquarters, or to small Marine Corps detachments (one for one billet). Where no billet vacancy exists at the Marine Corps activity closest to the location of the hardship, TAD (Temporary Duty) may be authorized up to a total of 6 months, as described below. Temporary Duty (TAD) When possible, if an individuals problem is of short duration, and the requirement for the Marines presence is substantiated by documentation, permissive TAD will be authorized at the Marine Corps activity closest to the location desired by the Marine. Orders to such TAD must be clearly in the best interest of the Marine Corps and may be for a period of not more than 6 months. Any request for an additional period of TAD will advise the CMC (MMOA/MMEA or RA) of the current status of the Marines problem, and an estimate of the time needed to resol ve it. Since the TAD is for the personal convenience of the Marine, no per diem or travel expenses will be authorized. Travel-time expended in conjunction with permissive TAD is chargeable as annual leave. TAD will not be authorized by the CMC where the appropriate solution to the Marines problem could be achieved through the use of annual or emergency leave. It is expected that prior to granting a Marine TAD, the individual will exhaust thecurrentlyauthorized leave period in attempting to resolve the problem. For complete information about the Marine Corps Humanitarian Assignments Program, seeMarine Corps Order P1000.6,Assignment, Classification and Travel Systems Manual, paragraph 1301. Also see additional link for Hardship Discharge.