Ability put to the test

THE PURPOSE of psychological ability testing in the ADF is to ensure that people possess the level of ability required to complete their training and successfully perform the duties of their job.

Most of this testing is done at the recruitment stage, before a person is appointed or enlisted. But there are also instances where serving members might be required to undergo further testing.

For some remusters, ability testing will be required.

This happens in situations where a member’s initial test results are below the required standard for the new mustering, when it has been several years since initial testing, or when there are a set of specialist tests involved (as is the case for airmen aircrew musterings).

Testing is usually required when a serving member applies for a commission. Some specialisations require additional testing.

Pilot and navigator are among the specialisations that require additional ability testing.

Photo by Steve Hobbs

These include pilot, navigator, air traffi c controller and air defence offi cer.

The basic guidelines for testing are that a member can be tested up to three times for any given job. If found to be unsuitable on tests, he or she can be retested after 12 months.

A member found suitable on tests for a given job retains that suitability for three years (that is, he or she would not be retested for that particular job within the following three years).

Occasionally a person found to be unsuitable on tests will be given a test waiver. This is confi ned to exceptional situations where the test results are clearly inconsistent with other indicators of a person’s ability.

Success on general ability tests depends on how much actual ability a person has, but other factors can affect test scores. To do well it is necessary to work through the tests as quickly as possible without making simple mistakes.

People who are anxious about the tests sometimes work too quickly and make lots of errors or, at the other extreme, become pedantic and slow and don’t answer enough questions to do well.

It is important to approach ability tests in such a way that the results are not undermined by poor technique or unrealistic anxiety.

Members considering applying for a remuster or commission and who want to know more about the testing process should see their local base psychologist or nearest Psychology Support Section.

Joint conference

DGPERS-AF hosted the inaugural Joint Career Management Conference in Canberra on September 8. The aim was for each Service to gain a better understanding of how the other two Services worked with individuals in relation to career management.

The conference, which was opened by CAF, included presentations by Rear Admiral Brian Adams, Head Defence Personnel Executive, and career management staff from Air Force, Navy and Army.

Not surprisingly, many issues confronting Air Force are also being felt by the other Services. In general, all three Services see career management as a partnership between the commander, the individual and Personnel Branch.

Air Force outlined the progress made in the integration of the former DPO and DPA into the new Directorate of Personnel. Army and Navy showed a great deal of interest in some of the other Air Force initiatives, including People Central, and it is likely that Army, at least, will work to develop a similar communication tool.

Even though there were some signifi cant differences in procedures between the three Services, the conference allowed a level of interaction between the personnel management directorates that had not previously been achieved.

Issues such as the management of interservice couples were discussed and contacts were made that will allow for more dialogue in future posting decisions of this kind.

Closer dialogue between the various agencies can only serve to improve personnel management as a whole for both the individual and their Service.

Temporary rise

TEMPORARY promotion is an option used by unit commanders and the Career Management Agency to meet a short-term need where the higher-ranked position can not be permanently staffed by a member of that rank.

Temporary promotion to the higher rank is for specifi ed period and limited to one rank higher than the member’s substantive rank.

The following principles apply when individuals are considered for temporary promotion:

• Command: Temporary promotion may be granted to members posted to assume command of formations or units.
• Status: The granting of temporary promotion for the purpose of status will normally be confi ned to incumbents of Air Force positions at director/branch head level or above. Incumbents of positions within the tri-service environment and incumbents of positions involving signifi cant representational or training responsibilities will also be considered.
• Discipline: Temporary rank may be granted for the purpose of discipline where the member assuming the higher position is lower in rank than the incumbents of positions subordinate to the higher position.

To be considered for temporary rank an individual must have the prerequisites required for promotion to the higher rank and have a reporting history that supports the grant of temporary rank.

If temporary rank is not approved, a separate application should be made for Higher Duties Allowance. More detailed information can be found in DI(AF) PERS 5-16 – Promotion in the ADF.

 

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