3c2x1 resume
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This banner text can have markup. Search the history of over billion web pages on the Internet. TE and TD Data. Authority for conducting occupational surveys is contained in AFI Computer products upon which this report is based are available for the use of operations and training officials.
The survey instrument was developed by First Lieutenant Paul K. Daly, Inventory Development Specialist, with computer programming support furnished by Mr. Wayne Fruge. Raquel A. Soliz provided administrative support. Cynthia V. Luster, Occupational Analyst, analyzed the data and wote the final report. This report has been reviewed and approved by Major Randall C. Copies of this report are distributed to Air Staff sections, major commands, and other interested training and management personnel.
Survey Covera y'' The Conununicalions-Computer Systems Control ceireer ladder was surveyed to evaluate changes in the career ladder and to obtain current task and equipment data for use in evaluating current training programs. Survey results are based on responses from 1, respondents 70 percent of the personnel eligible for survey. Specialty Jobs : Five clusters and four independent jobs were identified in the sample. Three of the clusters and all four independent jobs were directly involved in performing the technical duties and tasks pertaining to communications-computer systems control The remaining two clusters reflected a combination of technical and supervisory task performance, and training activities.
Career Ladder Profession. Personnel at the 3- and 5-skill levels perform many tasks in common, and both groups spend the vast majority of their relative job time performing technical communications-computer systems control tasks across a wide variety of different jobs. At the 7-skill level, although members still perform a substantia] amount of routine day-to-day technical communications-computer systems control tasks across a number of different jobs, a shift toward supervisory functions is evident.
Personnel at the 9-skill level and Chief Enlisted Managers CEMs spend their relative job time exclusively on managing communications-computer systems operations and control facilities. All descriptions accurately depict the nature of the respective jobs. Both documents, as well as the general training philosophy for this career ladder, should be thoroughly evaluated by training personnel and career ladder managers to determine the most effective and efficient way to provide training to the diverse functions of this career ladder 6.
The diversity of this career ladder is such that the usual AETC measurement criteria for ABR training does not support the majority of the current course. A comprehensive review of the career ladder structure, personnel utilization practices, and the current training system appears warranted.
There is also a need to evaluate the impact of changes due to the recent restructuring of training in the Air Force. The last survey report pertaining to this career ladder was published in January Background As described in AFMAN Specialty Descriptions, dated April , personnel in this career ladder are responsible, for monitoring, analyzing, and controlling the performance of communications-computer systems; coordinating operation of transmission media, networks, and circuits; and correcting conditions interfering with effectiveness; and directing and making operational adjustments to communications-computer systems equipment.
Resident ABR training includes instruction principle-centered training relating to; radio and wire telecommunications equipment, systems, and circuits; procedures and facilities for monitoring circuits and analyzing their performance; techniques and standards relating to checking signals to ensure acceptable quality and serve as a basis for predicting and preventing or correcting circuit deterioration or system malfunction; electronic principles, codes, equipment, and operation; principles of Defense Switched Network DSN specialized test equipment; system analysis and troubleshooting techniques; computer principles and digital techniques; and control and coordination facilities and procedures.
A tentative task list was prepared after reviewing pertinent career ladder publications and directives, tasks from the previous survey instrument, and data from the last OSR. Members eligible for this survey consisted of the total assigned 3-, 5-, 7-, and 9-skill levels and CEM-level population, excluding the following; 1 hospitalized personnel; 2 personnel in transition for a permanent change of station, 3 personnel retiring during the time the JIs were administered to the field; and 4 personnel in their job less than 6 weeks.
Each individual who completed the inventory first completed an identification and biographical information section and then checked each task performed in his or her current job. After checking all tasks performed, each member then rated each of these tasks on a 9-point scale, showing relative time spent on that task, as compared to all other tasks checked.
The ratings ranged from 1 very small amount time spent through 5 about average time spent to 9 very large amount spent. To determine relative time spent for each task checked by a respondent, all of the incumbent's ratings are assumed to account for percent of his or her time spent on the job and are summed.
Each task rating is then divided by the total task ratings and multiplied by to provide a relative percentage of time for each task. This procedure provides a basis for comparing tasks in terms of both percent members performing and average percent time spent. Survey Sample Personnel were selected to participate in this survey so as to ensure an accurate representation across MAJCOMs and military paygrade groups.
The 1, respondents in the final sample represent 63 percent of the total assigned personnel and 70 percent of the total personnel surveyed. As reflected in these tables, the survey sample is an excellent representation of the career ladder population. Task factor information is needed for a complete analysis of the career ladder.
The information gained from these task factor data is used in various analyses and is a valuable part of the training decision process Task Difficulty TD. Each individual completing a TD booklet was asked to rate all of the tasks on a 9-point scale from extremely low to extremely high as to the relative difficulty of each task in the inventory. Difficulty is defined as the length of time required by the average incumbent to learn to do the task.
TD data were independently collected from 41 experienced 7-skill level personnel stationed worldwide. Interrater reliability was determined to be excellent, which reflects very strong agreement among raters. Ratings were standardized so tasks have an average difficulty of 5.
The resulting data yield essentially a rank ordering of tasks indicating the degree of difficulty for each task in the inventory. Training Emphasis TEV Individuals completing TE booklets were asked to rate tasks on a point scale from no training required to extremely high amount of training required. TE is a rating of which tasks require structured training for first-enlistment personnel. Structured training is defined as training provided at resident technical schools, field training detachments FTD , mobile training teams MTT , formal on-the-job-training OJT , or any other organized training method.
TE data were independently collected from 48 experienced 7-skill level personnel stationed worldwide. The interrater reliability for these raters was good, indicating there was strong agreement among raters as to which tasks required some form of structured training and which did not. In this specialty, tasks have an average TE rating of 2. As was discussed in the TD section above, TE rating data may also be used to rank order tasks indicating those tasks which senior NCOs in the field consider the most important for first-enlistment personnel to know.
When used in conjunction with the primary criterion of percent members performing, TD and TE ratings can provide insight into first-enlistment personnel training requirements. Such insights may suggest a need for lengthening or shortening portions of instruction supporting entry-level jobs. The structure of jobs within the Communications-Computer Systems Control career ladder was examined on the basis of similarity of tasks performed and the percent of time spent ratings provided by job incumbents, independent of other specialty background factors.
Each individual in the sample performs a set of tasks called a job. For the purpose of organizing individual jobs into similar units of work, an automated job clustering program is used.
Each individual job description all the tasks performed by that individual and the relative amount of time spent on those tasks in the sample is compared to every other job description in terms of tasks performed and the relative amount of time spent on each task in the JI. The automated system is designed to locate the two job descriptions with the most similar tasks and percent time ratings and combine them to form a composite job description.
In successive stages, new members are added to initial groups, or new groups are formed based on the similarity of tasks performed and similar time ratings in the individual job descriptions.
As mentioned above, the basic identilying group used in the hierarchical job structuring process is the Job. When two or more jobs have a substantia] degree of similarity in tasks performed and time spent on tasks, they are grouped together and identified as a Cluster. The resulting job structure information can be used to evaluate the accuracy of career ladder documents i. Overview of Specialty Jobs Structure analysis identified five clusters and four jobs within the survey sample.
Based on task similarity and relative time spent, the division of jobs performed by DAFSC 3C2X1 personnel is illustrated in Figure 1, and a listing of those jobs is provided below. The stage ST number shown beside each title is a reference to computer-printed information; the number of personnel in each stage N is also shown.
Superintendent Job ST Vm. The remaining 18 percent were performing tasks or series of tasks which did not group with any of the defined jobs. Table 3 presents the relative time spent on duties by members of these Specialty Jobs. Selected background data for these jobs are provided in Table 4. Representative tasks for all the stages are contained in Appendix A. Another way to illustrate the content of jobs is by summarizing tasks performed in common by incumbents across the career ladder.
The basis for identifying these related tasks is called coperformance. Coperformance assumes that if incumbents perform task A and task B, there is a high likelihood that the two tasks share common skills and knowledge and can be trained together.
CODAP calculates an index of coperformance for each task with every other task by examining the task performance patterns of all the survey respondents as a whole. Thus, the resulting TMs can be used to summarize and compare jobs The display shows the number of tasks included in a module, the percent time spent on tasks in that module, and an average percent members performing the particular TM.
Representative TMs are listed as part of the job description. The list of tasks within respective modules is presented in Appendbt B. The members in this cluster account for 10 percent of the survey sample. Operating from a base central test facility BCTF , these airmen maintain local communications-computer systems.
Thirty-four percent of their relative job time is devoted to maintaining distribution frames, switchboards, and in-house cabling. An additional 35 percent of their relative job time is spent on circuit monitoring and analysis and general systems control functions. These airmen perform an average of 72 tasks. Sixty-four percent of the members in this cluster hold the paygrades of E-4 and E-5 39 percent and 25 percent, respectively and average over 5 years in the career field.
Three jobs were identified within this cluster. The BCTF Technician job controls communications-computer systems activities required at base level, where a technical control facility is not typically colocated. The Circuit Actions NCO job establishes the activation of a circuit, performs the quality control testing of circuits, and troubleshoots all circuits in support of the Defense Communication System DCS.
The following job descriptions illustrate the specific functions and activities necessary for complete and comprehensive support of communications-computer systems at a BCTF. The essence of this job, performed by these 72 members, involves maintaining communications-computer systems in order to ensure that user-to- user telecommunications service is kept at a BCTF.
An additional 25 percent of their relative job time is spent isolating malfiinctions and testing metallic line circuits. Of the average 73 tasks performed, typical tasks include; test metallic line circuits for shorts test metallic line circuits for opens test metallic line circuits for grounds remove or replace modems perform bit error rate tests on modems wire-wrap cross-connects on distribution frames direct wiring of cross-connections on distribution frames or matrix boards Representative TMs for this job include.
TM Module Title No. The predominant paygrades are E-3 and E-4 22 percent and 51 percent, respectively. Node Site Coordinator Job STV The responsibilities of these 18 airmen involve maintenance of node hardware or circuits to ensure continuous operation of a local node site. They spend 73 percent of their relative job time isolating malfunctions, monitoring equipment or networks, and acting as a liaison between users or associated facilities.
Air Force Network resume in Stonington, CT - September air United States Air Force, Communication Systems Controller (3C2X1). Johnnie Butler from Bethlehem was looking for 3c2x1 resume. Antwon Kennedy found the answer to a search query 3c2x1 resume 3c2x1 resume · Image.
Monitors and controls performance of networks and communications-computer systems C-CS. Coordinates their configuration, operation, restoration, and service improvements. Analyzes their capabilities and performance, identifies problems, and takes corrective action. Directs and makes operational adjustments to C-CS equipment. Air Force wide skill levels are 1, 3, 5, 7 and 9.
