U.S. Military Jump or Parachute Duty Pay

U.S. Military Jump or Parachute Duty PayU.S. Military Jump or Parachute Duty PayMilitary members who are required to jump out of aircraft as part of their duties are entitled to a special kind of pay, known as Jump Pay, or Parachute Duty Pay. This type of pay is categorized as hazardous duty pay. Other military members who receive this type of pay include those who handle explosives and their disposal, those who handle toxic fuels, those on experimental stress duty, and anyone who works on the flight deck. Any duty considered exceptionally dangerous or life-threatening may qualify for hazard pay. But for parachute jumpers, there are two types, and slightly different criteria to qualify for each. HALO and Regular Parachute Pay There are two rates of Jump Pay, regular and HALO (High Altitude, Low Opening).Only one type of parachute duty payment (regular or HALO) is authorized for a qualifying period. When a member qualifies for both types of parachute duty, the higher rate of pay i s authorized. The amount of pay, as of 2017, is $150 per month for regular jump pay, and $225 per month for HALO pay. Parachute Riggers and Parachute Pay Qualified members (for regular jump pay) are those who have received a designation as a parachutist or parachute rigger or are undergoing training for such designations. It also applies to those who are required to jump from an aircraft while its inflight, and who meet the minimum jump requirements. For HALO, the requirements are pretty specific. The military member has to have parachute jumping as an essential part of his or her regular duties, in military free fall operations where a static line is leid used for the jump. Others who qualify for HALO pay include those who Have graduated from a free fall course either offered by or recognized by the militaryHave earned designation as a HALO parachutist (or are in the process of receiving this certification)Are required by orders to parachute at high altitudes from aircraft at h igh altitudes without a static line Jump Requirements While there are some exceptions (such as for those who are temporarily incapacitated), military members must make at least one qualifying jump during a consecutive three-month period to continue to qualifyfor jump pay. There are specific circumstances under which a jump will count toward a military members jump quota. The jump has to be performed during a period of duty where competent orders require parachute jumping. Parachute jumps performed under the following circumstances do not qualify a member for entitlement to parachute pay Parachute jumps performed by any member while on leave or during a permanent change of station move or temporary duty/temporary active duty not requiring parachute jumping as an essential part of his or her duties. In other words, no parachute jumping for fun, only as necessary under the circumstances.Parachute jumps performed by a member of reserves while on active duty training but for someone whose duties donot require parachute jumping.

How to Make Values Live in Your Organization

How to Make Values Live in Your OrganizationHow to Make Values Live in Your OrganizationValues exist in every workplace. Your organizations culture is partially the outward demonstration of the values currently existing in your workplace. The question you need to ask is whether behauptung existing values are creating the workplace you desire. Without examining the values that currently exist in your organization, you will elend have the opportunity to choose the values and the culture that you need. Do unterstellung values promote a culture of extraordinary customer care by happy, motivated, productive people? If not, you will want to identify the values that currently exist in your workplacedetermine if these are the right values for your workplace andchange the actions and behaviors of which the values are demonstrated, if necessary. In a prior article, what values arewas discussed. Why you want to identify values and where values fit within your workplace was also reviewed. This a rticle moves the process of identifying workplace values to the next step. It provides a process for you to follow when you want to embrace the fact that the right values are intrinsic to your organizations success. Values Development Process The focus, in this article, is on how to develop and articulate shared workplace values. While the focus is on values identification and alignment, you can use this process to develop any product or course of action that needs widespread support, enrollment in, and ownership from your staff. It has been used successfully to help organizations develop mission statements, visions for their future, relationship guidelines and norms, prioritized action plans, and departmental goals. Steps in a Values Identification Process To identify organization values, bring together your executive group to learn about and discuss the power of shared valuesobtain consensus that these leaders are committed to creating a value-based workplacedefine the rol e of the executives in leading this process andprovide written material the executives can share with their reporting staff. In a mid-sized organization, that recently completed this process, the Team Culture and Training Team, a cross-functional group of employees from every level of the organization, asked the executive group to initiate and lead this process. Where possible, acting on a desire for change that is percolating from all corners of an organization, is a powerful assurance of success. konzeption and schedule a series of values alignment sessions in which all members of the organization will participate. Schedule each member of the organization to attend a three-four hour session. (If your group is small, it is most effective for all members to meet in one session together.) These sessions are most effective when led by a trained facilitator. This allows each member of your organization to fully participate in the process. Alternatively, train internal facilitators who lead one session, and participate in another. Prior to the values identification and alignment sessions, each leader must do the following. Share any written materials as well as the spirit and context of the executives values discussion with every individual in your reporting group.Promote the rationale for, theneed for, and the desired organizational impact of the process.Make certain your reporting staff members understand the importance of their participation in the process.Assure that every member of your reporting group is signed up for and attends a session.Answer questions and provide feedback about any staff concerns to the rest of the executive or cross-functional group leading the process. Values Identification Workshop OverviewThe facilitator begins the sessions with a brief overviewof the rationale and process have already been communicated by organization leaders. Key concepts include the following. Each person brings his or her own set of values to the workplace.Shar ing similar or agreed upon values at work helps clarify expected behavior and actions to each other and customers, how decisions are made, and exactly what is important in the organization. Steps in Workplace Values Identification During the workplace values identification session, participants begin by identifying their own individual values. These are the five to ten most important values they hold as individuals and bring to the workplace every day. It is the melding of all of the values of the members of your workforce that creates your current work environment. This process is most effective when participants work from the list of possible values provided in a prior article Build an Organization Based on Values. People voluntarily post the values that each person has identified as their most important values. Then, everyone in the session walks around to look at the various lists. This is a learning opportunity and can provide great insight into the beliefs and needs of cow orkers. You can ask people to verbally talk about their list of values with another individual in a mutual sharing. Participants then work with a small group of people from across the organization to identify which of their personal valuesare the most important for creating the environment the group wants to live in at work. Participants in the small groups then prioritize these identified values into a list of five-six they most want to see expressed at work. When the small groups have completed their task, they share their prioritized lists with all session participants. Generally, some of the values appear on each small group list. In a larger organization, these prioritized lists are tallied across all sessions for frequency and meaning. In a small organization, in which everyone is participating simultaneously, prioritize and reach agreement on the most important values. Examples of Value Statements During this session, or in an additional session, participants discuss how and whether these values are currently operational in your workplace. People then define each value by describing what they will see in behaviors and actions when the value is truly incorporated into the organization belief system and culture. The mora graphic you can make these statements, the better for producingshared meaning. Several examples of these value statements follow. Integrity We maintain credibility by making certain our actions always match our words. Respect We respect each patients right to be involved, to the greatest extent possible or desired, in making informed decisions about his or her health and plan of care. Accountability We accept personal responsibility to efficiently use organization resources, improve our systems, and help others improve their effectiveness. Now that you know how to identify workplace values and value statements read about how to finalize your values identification process. Follow-up Process for Workplace Values Identification Using the work and insights from each values identification session, volunteers from each session meet to reach consensus on the valuesdevelop value statements for each of the prioritized values andshare the value statements with all staff for feedback and refinement. Staff will discuss the draft value statements during organization-wide meetings, where possible. The total group adopts the values by voting when the organization believes the value statements are complete. The Leaders Role Following the Workplace Values Process Following the values identification and alignment sessions and agreement on the values, leaders, with staff, will communicate and discuss the mission and organizational values frequently with staff membersestablish organizational goals that are grounded in the identified valuesmodel personal work behaviors, decision making, contribution, and interpersonal interaction that reflect the valuestranslate the values into expectations, priorities, and behaviors with co lleagues, reporting staff, and selflink participation in the adoption of the values and the behaviors that result, to regular performance feedback and the performance development process reward and recognize staff members whose actions and accomplishments reflect the values in action within the organizationhire and promote individuals whose outlook and actions are congruent with these values andmeet periodically to talk about how the group is doing via living the identified values. Make This Workplace Values Process Not Just Another Exercise In an article entitled the Value of Values ClarificationJust Stop That Navel Gazing, Robert Bacal, a Canadianwriter, and consultant offers these cautions. Dont oversell the process.Always anchor, or relate the values expressed to real-world problems.Encourage people to identify examples where there is a gap between values, or beliefs, and behavior.Remember that you are not going to alter a persons values and beliefs by talking about them. Va lues clarification exercises are, at best, an opportunity to share them, not change them. If you want your investment in this workplace values identification and alignment process to make a difference in your organization, theleadership, and individual follow-up is critical. The organization must commit to change and enhance work behaviors, actions, and interactions. Reward and recognition systems andperformance managementsystems must support and reward new behaviors. Consequences must exist for behaviors that undermine the values agreed upon. If you cant make this commitment, dont even start the process. Youll just create a group of cynical, unhappy people who feel misled and betrayed. Theyll be much less likely to jump on board for your next organizational initiative. And you know what? Theyll be right.

New Year, New Job Search 5 Unique Tips

New Year, New Job Search 5 Unique TipsNew Year, New Job Search 5 Unique Tips1Youre a diligent job seeker who always personalizes cover letters and researches a company before applying. And kudos for an error-free resume and an impeccable elevator pitch Such things put you well on your way to job search success.Sometimes, however, its exciting (and profitable) to go beyond tried-and-true job search advice. The turning calendar marks a perfect time to add a bit of freshness to your arsenal.Here, experts offer five unique ways for candidates to begin 2019 with a bang1. Start a blog.Focus on your industry and get a blog going, suggests Adriana Llames, CEO of XecuCoach. Write a 250-400 word blog once per week on the topic of your choice (related to your industry) to gain credibility, relevancy, and increase your SEO results. Link it to your LinkedIn profile share it on Twitter, Facebook, and LinkedIn and watch your credibility and recruiter contacts increase.2. Sing someone elses praises. Write recommendations on LinkedIn for people- the secret to receiving is by first giving, says Emily Liou, career happiness coach atCultiVitae. People will appreciate that you took the time to write something nice. Its a great reason to reconnect and update them on what youre looking for. They will remember your kindness and see how they can sincerely help with your new goal.3. Demonstrate creative problem-solving ability.If you can identify a way that a company could improve, you could approach them and offer to help them make it happen, says Jason Lavis, marketing director at Natural Resource Professionals Limited (NATRESPRO). It could be that you know a new marketing channel that they have ignored. Or perhaps as an end user, youve identified ways to make the process or product more efficient or user-friendly. By directly approaching decision makers with actionableways of improving their business, youll set yourself apart from everyone else. Therell be no competition for a job vac ancy that you personally create.4. Volunteer.Professional networking can be a drag, and sometimes conversation can be awkward or forced, says Matt Dodgson, director at Market Recruitment. Find an organization you are passionate about and try to devote at least one day a month to volunteering. You meet lots of people, and you can relatively easily forge a professional relationship through the obligation of volunteering.5. Go old school.Stop by the hiring managers office to shake hands and introduce yourself, says Kathleen Steffey, CEO ofNaviga Recruiting Executive Search.Or FedEx handwritten cards to the employers office directed to the hiring manager with your resume. Theyll always be opened.Want Help With Your 2019 Job Search?SEE WHAT OFFERS