Top Stories
Successful merger
By WOFF Phil Godfrey and Andrew Stackpool

Volume 49, No. 02, February 22, 2007
 
HOT-WIRED: OFFCDT Ben Monaghan and CPL Rebecca Phoenix from DP-AF use People Central to confirm personnel information.
Photo by WOFF David Pang
 
Two years have passed since the amalgamation of the two former key personnel directorates.

In September 2004, DPO and DPA-AF merged to form the Directorate of Personnel – Air Force (DP-AF), with a new management team.

AIRCDRE John Hewitson has taken over as DGPERS-AF and GPCAPT Bob Rodgers has rejoined the team as DPERS-AF after a stint in the MEAO.

DP-AF is committed to providing a balance between the needs of the Air Force, commanders and individuals to achieve the best outcome for all.

GPCAPT Rodgers said that, over the last two years, the directorate had begun the task of standardising processes across the airmen and officer force.

“We are looking at how we do business and determining which processes are the most effective and simplest in their application for those affected people,” he said.

“The close relationship between senior airmen and junior officer personnel managers has led to some innovative and very effective solutions to personnel capability issues. DP-AF now reflects the Air Force at large – achieving its mission through the close interaction of airmen and officers all working towards the same end.

“We are well on the path but there is still a way to go.”

The union has not been without its teething problems, primarily in the area of aligning processes and resources to service the new directorate. However, from a customer point of view, the merger has been relatively seamless. Feedback from bases indicates the amalgamation has been well received and supported by most Air Force members.

GPCAPT Rodgers said DP-AF is currently examining and reaffirming the structure and systems that it has developed. A functional design review will take place later in the year and may result in a new staffing structure. People Central will continue to be improved, providing access to more information for Air Force personnel to help them make career-related decisions.

One of the major benefits from bringing the two directorates together is a greater collaboration in teamwork and communication across the floor.

The merger also enabled a more consistent philosophy and approach regarding personnel management for all ranks. Part of this ongoing process involved the reshaping of processes and systems to suit the needs of the organisation. DP-AF staff are constantly thinking of new and diverse ways to provide personnel with a better product. They aim to meet personal and professional aspirations while achieving the required capability outcome for Air Force and improve the chances of Air Force retaining its members long-term.

GPCAPT Rodgers said personnel should experience an increase in the flexibility of personnel managers to achieve the desires of individuals, while still meeting the Air Force’s capability requirement.

“DP-AF staff members are expected to commence all their interactions with the personnel they support from the perspective that the view they hold is as valid as that held by the DP-AF staff member,” he said.

“We will listen to your needs and aspirations then explain the constraints and organisational expectations under which we are functioning and then, through conversation, we shall collaboratively identify the best solution for you and the Air Force.”

There are a lot of changes happening within the Air Force and they all have personnel implications. They include the ‘Rebalance Our Air Force’ project, the rapid acquisition of the C-17 aircraft and the HQJOC and HQCSG re-organisation and re-location activities.

All this was happening while DP-AF continued to manage the normal postings and promotions cycle. It has proved to be a demanding but equally exciting time for the directorate.

GPCAPT Rodgers said DP-AF is a tactical organisation with an enormous strategic effect.

“DP-AF personnel are involved in every major Air Force organisational activity in one way or another,” he said.

“DP-AF represents the organisational face of Air Force to the personnel with whom we deal. It is the nature of our interactions with personnel through which they will judge how the Air Force at large commits to them and, through them, their families. We welcome feedback as it is the best vehicle through which we can learn about our processes and how our style of interaction is received,” he said.

“Feedback on career management-related issues can be given directly to your personnel manager.”

GPCAPT Rodgers confirmed that the directorate will continue to get out to each base every year and talk with people who will be impacted by a forthcoming posting cycle.