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2014 ISSUE NO. The




There are two purposes for em-

Make sure your Fireline logbooks are current and signed off. Keep a ployee plans. The first is to record paper file with all your documents conversations you have with your supervisor; the second is to let oth- in it. This is your climb, so be reers know, who might be able to help sponsible for it. move your career forward, where You should also think about havyou want to go. ing a frank conversation with your supervisor about your strengths Having a conversation with your and weaknesses, both for your cursupervisor will help both of you share your vision. It is possible that rent position, and for your desired next step. If you are lacking in your your vision might be a bit larger current position, fix it. Remember, than your supervisor can support, but perhaps they can help you with your supervisor will likely be your reference and you want to “wow” the next rung or step. Note the them. word “help” – this is your climb, not your supervisor’s. Listen carefully to input, and seek other opin- If you can kill two birds with one stone (you might need project manions if you need to. agement in both your current and If your climb involves ICS certifica- desired position for example), then use this motivation to change. Ask tion, pay attention to Performance your supervisor for opportunities, Evaluations (FS 469 “Form B’s”). and then set up a series of reviews These are entered into Training to make sure you are on the track. Partner: Your supervisor should see all your goals as important, so don’t wait until after a competition to find out fire-management/training-partner

you didn’t meet the mark. Any training that has been identified goes into your Personal Learning Plan. This helps the Training Coordinator budget and request class seats. Put the goals you want to share in your Career Plan, to help others identify keen people that might be able to benefit from opportunities that your supervisor might not be aware of. The Personal Learning Plan is important in that it identifies those courses you require in your dayto-day job, and it can be used to identify where your next steps will take you. The Personal Career Plan takes into account the broader scope of your knowledge and experience. It has a stronger emphasis on education and ICS certifications to help you talk through your career options with your supervisor. This is the time to look at all your options and

build a plan. What are you willing to do to make this achievable? Remember, taking your Learning Plan and Career Plan seriously may open an unexpected opportunity by showing your willingness to plan ahead. If the Fire Centre has adequate notice, training opportunities can be developed. Most importantly, seek conversations over your work term with your supervisor. Your check-ins can be formal or casual, but you want to find out how you’re doing: Your season-end or year-end reviews should not be a surprise. If you’re off track, you want to find out how to correct this – which can save you from wasting time in your career climb. Record your conversations again in your MyPerformance or E-Performance, and make sure your supervisor sees it. You might have a different recollection of the conversation than they do, and you need alignment here. Career Development Overview: Career Plan—These are your larger goals, and intended to identify an individual’s career aspirations. It is not intended for short term opera-

tional or developmental requirements. In fact, you may not be asked to fill out a Personal Career Plan until you have worked 1-2 years with WMB. Personal Career Plans—These are intended to look at the next 3-5 years of your employment with WMB. What is the next step in your career with WMB? What do you need to get there? Your long range plan may be to be a part of the executive. But for now, what is your next step? Crew Supervisor? FPT? What specific steps do you need to get to the next level? Read the back of Performance Evaluations! When the new forms were changed from the old Form B’s, it was to tie your performance to job competencies. Now when you go for a job interview you can point to your Performance Evaluations as proof that you have reached the standard the job requires. Be proactive in pointing out what competencies you feel you achieved when the form is being completed. Learning Plans—These are largely related to fireline certifications, and intended to identify an individual’s

current training requirements as reflected in their job description/ profile. These are generally short term, and related to the goals or certifications you have for your job. These goals may or may not be a part of your larger Career Plan. Maybe you don’t want a career in WMB but you want to challenge yourself, or build on skills you may need in another occupation. This is the place to have those kinds of conversations. My Performance/E-Performance— these are both one year snapshots of your plans. What did you do to improve your skills? What courses did you complete? Are there competencies you need to work on? Supervisory skills you need to build? Educational goals that will help you achieve your goals? These are ongoing conversations to have with your supervisor! For more information on Performance Management, please visit: page?ContentID=3a162de6-ba038c5a-9c86-9f8f466bc9bd

Southeast Supplement #1  
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