Notes on AFH-1, 1 November 2024, Chapter 7, Enlisted Force development
19 Feb 2025. The Air Force Study Guide Website posted a new version of the Air Force Handbook, dated 15 February 2025, which contains a variety of changes. This website will be updated to include those changes by 23 February at the latest. While changes are being made in the background, the site may still be used.
As far as Chapter 7 is concerned, only the changes shown below were found. Only one question had to be edited to match the content of the new handbook. Chapter 7 is up to date and current with the latest version of the Air Force Handbook, dated 15 Feb 2025.
|
7.2. Continuum of Learning Operational Competence. Development at the operational competence leadership level includes developing a broader understanding of the USAF perspective and the integration of diverse people and capabilities in operational execution. It is a time to transition from specialists to leaders with an understanding of themselves as leaders and followers, while applying an understanding of organizational and team dynamics. It is a time to lead teams by developing and inspiring others, taking care of people, and taking advantage of diversity. It is a time to foster collaborative relationships through building teams and coalitions, especially within large organizations, and negotiating with others, often external to the organization. The majority of enlisted Airmen operate at the tactical expertise and operational competence levels. |
7.2. Continuum of Learning Operational Competence. Development at the operational competence leadership level includes developing a broader understanding of the USAF perspective and the integration of diverse capabilities in operational execution. It is a time to transition from specialists to leaders with an understanding of themselves as leaders and followers, while applying an understanding of organizational and team dynamics. It is a time to lead teams by developing and inspiring others and taking care of people. It is a time to foster collaborative relationships through building teams and coalitions, especially within large organizations, and negotiating with others, often external to the organization. The majority of enlisted Airmen operate at the tactical expertise and operational competence levels. |
Edited question six, the overall chapter 6 test, and pre-tests to match the new content:
6. The three levels associated with leadership skills are tactical expertise, operational competence, and strategic vision. Developing a broader understanding of the Air Force perspective and the integration of diverse people and capabilities in operational execution is an example of which level? (7.2.)
A. tactical expertise
B. operational competence
C. strategic vision
D. N/A
|
7.3. Core Competencies Occupational Competencies. Occupational competencies are required of Airmen within a specific workforce category or specialty. Occupational competencies describe technical/functional knowledge, skills, abilities, and other characteristics needed to perform that function's mission successfully. Refer to AFH 36-2647, Competency Modeling, for additional details. Airman's Foundational Competencies. Foundational competencies prepare Airmen to operate successfully across the widest array of USAF tasks and requirements, and to adapt in a constantly changing operational environment. They are broadly applicable across (enlisted, officer, and civilian) USAF members, spanning all occupations, functions, and organizational levels, and form the framework for force development in the USAF. Foundational competencies are observable, measurable patterns of knowledge, skills, abilities, and other characteristics needed to perform successfully across a USAF career. The Foundational competencies are enduring and encompass attributes the USAF believes are critical to mission success. The Foundational competencies are grouped into four major categories: Developing Self, Developing Others, Developing Ideas, and Developing Organizations. Each of these competency categories is addressed in subsequent chapters of AFH 1. Refer to AFH 36-2647, Competency Modeling, for additional details. |
7.3. Core Competencies Occupational Competencies. Occupational competencies are required of Airmen within a specific workforce category or specialty. Occupational competencies describe technical/functional knowledge, skills and abilities needed to perform that function's mission successfully. Refer to AFH 36-2647, Competency Modeling, for additional details. Airman's Foundational Competencies. Foundational competencies prepare Airmen to operate successfully across the widest array of USAF tasks and requirements, and to adapt in a constantly changing operational environment. They are broadly applicable across (enlisted, officer, and civilian) USAF members, spanning all occupations, functions, and organizational levels, and form the framework for force development in the USAF. Foundational competencies are observable, measurable patterns of knowledge, skills and abilities needed to perform successfully across a USAF career. The Foundational competencies are enduring and encompass attributes the USAF believes are critical to mission success. The Foundational competencies are grouped into four major categories: Developing Self, Developing Others, Developing Ideas, and Developing Organizations. Each of these competency categories is addressed in subsequent chapters of AFH 1. Refer to AFH 36-2647, Competency Modeling, for additional details. |
Checked existing questions for paragraph 7.3. and none are affected by the changes shown above.
|
7.4. Enlisted Force Structure Framework To best leverage our resources, we must have a consistent, well-defined set of expectations, standards, and growth opportunities for all Airmen, regardless of rank or specialty. The enlisted force structure fulfills a compelling need for a deliberate and common approach to force development, career progression, increased supervisory, and leadership responsibilities. The enlisted force structure provides the framework to best meet mission requirements while developing foundational and occupational competencies. It is comprised of three distinct and separate tiers, each correlating to increased levels of education, training, and experience, which build increasing levels of proficiency, leadership, and managerial responsibilities. Responsibilities of enlisted tiers are outlined in detail in The Little Brown Book, The Enlisted Force Structure, Chapter 4. |
7.4. Enlisted Force Structure Framework To best leverage our resources, we must have a consistent, well-defined set of expectations, standards, and growth opportunities for all Airmen, regardless of rank or specialty. The enlisted force structure fulfills a compelling need for a deliberate and common approach to force development, career progression, increased supervisory, and leadership responsibilities. The enlisted force structure provides the framework to best meet mission requirements while developing foundational and occupational competencies. It is comprised of three distinct and separate tiers, each correlating to increased levels of education, training, and experience, which build increasing levels of proficiency, leadership, and managerial responsibilities. |
Checked existing questions for paragraph 7.4. and none are affected by the change shown above.
|
7.8. Enlisted Duty Titles When properly applied, duty titles facilitate a quick understanding of a person's role and level of responsibility. Enlisted duty titles are assigned based upon the scope of responsibility and the duties being performed. The following duty titles are the official, authorized duty titles for the enlisted force. Exceptions include specific enlisted positions listed in The Little Brown Book, The Enlisted Force Structure, Chapter 4, and limited instances when a person's position or duties do not meet the established criteria. |
7.8. Enlisted Duty Titles When properly applied, duty titles facilitate a quick understanding of a person's role and level of responsibility. Enlisted duty titles are assigned based upon the scope of responsibility and the duties being performed. The following duty titles are the official, authorized duty titles for the enlisted force. |
Checked existing questions for paragraph 7.8. and none are affected by the change shown above.
|
7.10. Enlisted Force Development Construct Talent Management. Our USAF culture should attract the right Airmen, professionals ready to represent the world's greatest USAF. Talent management begins with recruiting and is continued through training and education, where it is cultivated. The USAF's ability to continue to respond faster than our adversaries rely on the flexibility and adaptability of our Airmen. Not only do we want to be innovators, but our nation also depends on it. The way we manage talent directly impacts the way we fight and win wars. The system that is designed to manage people must be as inclusive and agile as we expect our Airmen to be. Competitive Edge. The USAF as an institution recognizes the importance of an innovative, inclusive, and agile work environment for maintaining a competitive edge and being considered an employer of choice for our nation's best and brightest talent. Training and education are steadily becoming more aligned with capitalizing on talents of those within the USAF. USAF programs are designed to develop, manage, and execute realistic and flexible training and education to produce a highly skilled, motivated force that is capable of carrying out all tasks and functions in support of the USAF mission. Innovative Airmen power the force. To keep pace, we must continuously modernize our education and training to be relevant and responsive. The unpredictable landscape we operate in requires the USAF to continue to revisit, improve, and evolve our personnel management processes to ensure we retain our talented Airmen. While some initiatives are force- wide and others are more targeted, they all have the same objective - to increase our competitive position for top talent. |
7.10. Enlisted Force Development Construct Talent Management. Our USAF culture should attract the right Airmen, professionals ready to represent the world's greatest USAF. Talent management begins with recruiting and is continued through training and education, where it is cultivated. The USAF's ability to continue to respond faster than our adversaries rely on the flexibility and adaptability of our Airmen. Not only do we want to be innovators, but our nation also depends on it. The way we manage talent directly impacts the way we fight and win wars. The system that is designed to manage people must be as agile as we expect our Airmen to be. Competitive Edge. The USAF as an institution recognizes the importance of an innovative and agile work environment for maintaining a competitive edge and being considered an employer of choice for our nation's best and brightest talent. Training and education are steadily becoming more aligned with capitalizing on talents of those within the USAF. USAF programs are designed to develop, manage, and execute realistic and flexible training and education to produce a highly skilled, motivated force that is capable of carrying out all tasks and functions in support of the USAF mission. Innovative Airmen power the force. To keep pace, we must continuously modernize our education and training to be relevant and responsive. The unpredictable landscape we operate in requires the USAF to continue to revisit, improve, and evolve our personnel management processes to ensure we retain our talented Airmen. While some initiatives are force- wide and others are more targeted, they all have the same objective - to increase our competitive position for top talent. |
Checked existing questions for paragraph 7.10. and none are affected by the changes shown above.
6 Dec 2024. A new edition of the Air Force Handbook, dated 1 November 2024, was posted on the Air Force's official website. A note beneath it stated that study guides will not be issued for the 2025 E-5 and E-6 testing cycles. The Air Force Handbook will be the PFE source to study for promotion to E-5 and E-6.
The 2025 E-6 WAPS catalog (formerly referred to as EPRRC) states that only chapters 1, 5, 7, 8, 9, 13, 14, 15, 16, 18, 19, 20, 22, and 24 are testable. In addition, according to the ADTC in the new Air Force Handbook, all sections in these testable chapters are required for study. The 2025 E-5 WAPS catalog has not been issued yet and is expected to be available on 1 February 2025.