USAF 2T3X1 Vehicle and Vehicular Equipment Maintenance

USAF 2T3X1 Vehicle and Vehicular Equipment MaintenanceUSAF 2T3X1 Vehicle and Vehicular Equipment MaintenanceVehicle and Vehicular Equipment Maintenance specialists perform vehicle maintenance activities on military and commercial design general and special purpose, base maintenance, aircraft and equipment towing vehicles, and vehicular equipment. Activities include inspection, diagnostics, repair, and rebuild of components and assemblies. Related DoD Occupational Subgroup 161000. 2T3X1 Duties and Responsibilities Determines the overall mechanical condition of vehicles and equipment, correction of deficiencies required, and effects repair. Systematically analyzes malfunctions by visual and auditory examination or through the use of test equipment. Repairs, adjusts, overhauls, or replaces major assemblies or sub-assemblies such as power and drive trains, electrical, air conditioning, fuel, emission, brake, steering assemblies, tracks, hydraulic system components and special purpose vehicle and equipment attachments. Removes disassembles and repairs gasoline or diesel engines and components. Repairs components by replacing worn or damaged parts with new or reconditioned parts, grinding, fitting, balancing, or arranging for welding or machining. Reassembles, adjusts and tests repaired units for proper operation.Aligns bearing loads, gear tooth contact, and backlash to manufactures specifications. Adjusts valve mechanisms, governors, oil systems, control linkages, clutches, traction units and other systems unique to this type of equipment. Times injection pumps and accessory shaft gear trains.Performs preventive and special maintenance. Uses technical publications in maintaining vehicles to prescribed manufactures maintenance schedules. Ensures special inspections and maintenance on vehicles are performed correctly such as corrosion control, winterization, storage and shipment. Properly annotates all maintenance performed on prescribed forms for data collection. Adheres to all established safety policies and standards to include identification, use, and proper procedures for handling or disposal of hazardous wastes. 2T7X1 SSgt, E-5 and Above Plans and schedules vehicle, equipment, and allied trades maintenance activities. Plans and controls work methods, production schedules, operating procedures, and wertzuwachs standards. Monitors established maintenance priorities tire and battery shop operations and determines mission requirements. Ensures vehicles, equipment, tools, parts, and manpower are available to support mission requirements.Inspects and evaluates vehicles, equipment, and allied trades functions. Diagnoses malfunctions of major assemblies and subassemblies to determine the extent of repair or replacement, or recommend disposition of vehicles and equipment. Inspects repaired or rebuilt parts and equipment to ensure work conforms to standards. Inspects equipment for required modification and installation of safety devices. Ensures shop equipment is inspected and serviced at required intervals and that unserviceable tools and equipment are removed from service, and their condition tagged. Identifies and initiates material deficiency reports at work center level. Performs vehicle, equipment, and allied trades maintenance functions. Solves complex maintenance problems by interpreting layout drawings, specifications, schematics, diagrams, and operating characteristics of vehicles and components. Uses technical orders, commercial manuals or automated systems to determine maintenance procedures and research parts.Troubleshoots, adjusts, repairs, and tests vehicles alternate fuel, diesel, and gasoline engines fuel, exhaust, and electrical systems clutches torque converters transmissions transfer cases power takeoffs drive lines axles frames steering, suspension, dispensing, brake, air, and hydraulic systems tracks winches emission control, heating, and air-conditioning systems, active/passive restraint systems and other mounted or special equipment. Repairs, replaces, and aligns damaged body sections, upholstery, and accessories. Prepares and finishes painted surfaces. Cuts, grinds, repairs, and installs vehicle glass and Plexiglas. Welds vehicle parts and accessories, and operates industrial sewing machines.Practices and ensures compliance with all established safety policies and standards. Implements hazardous waste management policies and procedures ensuring collection, control, and disposition of hazardous and toxic waste material accumulations. Specialty Qualifications for 2T3X1 Knowledge Knowledge is mandatoryofelectrical, mechanical, and hydraulic principles applying to the repair of special purpose vehicles and equipment methods of hoisting and handling heavy mechanisms using lubricants, tools, and publications supply procedures and internal combustion engines. For 2T7X1 (The 7 Skill Level), knowledge is mandatoryofprinciples of vehicle maintenance Air Force Occupational Safety a nd Health Standards training programs and procedures simple mathematical computations alternate fuel, diesel, and gasoline engines fuel suspension steering air and hydraulic brake systems automatic and standard transmissions driving axles and power trains electrical wiring systems pump and dispensing systems equipment used with special purpose vehicles use of oxyacetylene and electrical welding equipment metalworking methods mixing and applying primers paints fillers and solvents handling and storing paint and epoxy using stencils spray guns respirators buffing and sanding equipment and industrial sewing machines bodywork battle damage repair supply discipline and procedures for obtaining parts, supplies, and equipment. Education For entry into this specialty, completion of high school with courses in automotive mechanic or industrial arts is desirable.Training Forawardof AFSC 2T331 completion of a basic special purpose vehicle and equipment mechanic course is desirable.Forawardof A FSC 2T370 completion of the vehicle maintenance craftsman course is mandatory. Experience Forawardof AFSC 2T351 qualification in and possession of AFSC 2T331 is mandatory. Also,experienceis mandatory in functions such as inspecting, repairing, or maintaining special purpose vehicles.Forawardof AFSC 2T370 qualification in and possession of AFSC 2T351/52A/52B/52C or 2T355 is mandatory. Also, experience supervising functions such as inspecting, repairing, modifying, or troubleshooting vehicular and equipment systems, automotive body repair and refinishing, fabrication, mixing and applying paints, upholstery, operating industrial sewing machines, or welding. Additional 2T3X1 Information Medical Requirements For entry into this specialty, normal color vision according toAFI 48-123,Medical Examinationand Standards, is mandatory. Strength Req J Physical Profile333233 Citizenship No Required Appitude ScoreM-44 (Changed to M-47, effective 1 Jul 04). Technical Training Course L5AQN2T331 000 Length (Days) 50Location PH Course L3ABP2T331 000 Length (Days) 34Location PH

11 Things Were Thankful For This Thanksgiving

11 Things Were Thankful For This Thanksgiving11 Things Were Thankful For This Thanksgiving Tis the season to be thankful. 2017 has been quite a year, ups and downs, big news moments and major tragedies. In spite of it all, there are a few things to be gtarifful for, especially as it pertains to our careers.Whether you live to work or work to live, theres no doubt that our jobs occupy a significant portion of our time and can be seen as an essential part of who we are. As you gather together with family and friends, reflect on what about your job or company is worth being thankful for. At Glassdoor, we paused for a moment to consider the season. Here are 11 things were thankful for this holiday.People come to Glassdoor to prepare for the big interview, to get paid fairly, to discover amazing companies, to apply with the stich of a button to their next big opportunity. While there are hundreds of job sites out there, Glassdoor is all about empowering you with the inform ation, insights, and jobs so you can make the decision thats best for you.We are thankful to both have found a job that fits our lives, and to be helping over 48 million people a month find a job and company they love. As one enterprise account manager shared , The mission to help people everywhere find a job and a company they love is meaningful and is something I feel excited about doing every day. I enjoy the conversations I have with our employer partners and I feel like Im helping them shape their strategy. Its rewarding work.Weve spent 2017 doubling down on transparency. While weve long had reviews and insights from current and former employees on over 700,000 companies, this year we dug in deeper to really tell our users what recruiters and hiring managers really want . We have interviewed dozens and dozens of recruiters and polled nearly a thousand hiring decision makers to give job seekers the real deal. Heres what we learned. Recruiter and hiring managers wantAccording t o Glassdoors Chief Economist, Dr. Andrew Chamberlain, Gone are the days when salaries were the focus of the total compensation puzzle. Instead, workers today want benefits - workplace health and wellness programs, retirement plans, free meals, paternity and maternity leave and mora. According to a recent Glassdoor survey , four in five workers today would prefer new benefits or perks rather than a pay raise.In the past, it has been hard to know if you were being paid fairly or on par with industry norms. That is until Know Your Worth by Glassdoor came along. Launched in October 2016, Know Your Worth has revolutionized salary transparency and given nearly a million users personalized, custom salary estimatesbased on an individuals title, company, location, and experience.A million people have gotten their personalized salary report and are raving about the transparency. Very informative and motivating, says one user. Ive been looking for better work anyway but knowing that what I do now is worth more than Im being given is a kick in the pants (per se) to get my Moneys worth for the skills and expertise I deliver.Know Your Worth gives everyone more bargaining power.If you discover your market value is above your current base pay, you may want to have a conversation with your boss .After having a conversation with your manager now that you have used Know Your Worth, you may be thinking about searching for a new job . If you do choose to see whats out there, the key is to always look before you leap.Applying to jobs always seems like a huge dragright? We get it. The application process always seems long, requires a lot of editing to your resume and, after you finish applying to one, you move on to your next application, only to find out its completely different and asks for more information. Its so annoying.This year we rolled out our new Glassdoor Job Search app for iPad and iPhone that makes it easier to apply for jobs using the new drag and drop feature includ ed with iOS11.Along with the ability to search, save and apply to millions of jobs through the Glassdoor app , now job seekers can easily drag and drop their resumes from supported third-party apps like iCloud Drive or Box, making it easier to apply for jobs on your phone.If youre applying on laptop or desktop, we have really sped up the process of applying to jobs . When you find a job you are interested in applying to, on the bottom left corner of the page theres a blue button that says Easy Apply and yes, it is as simple as clicking this buttonYour resume is already attached and you can add an optional cover letter in the text box. Unless the application specifically asks for a cover letter, you can leave this blank. Simply click Apply, and youre done.While weve been championing transparency for about a decade, many companies and C-suite executives were wary at first. However, the masses have come over to our side, and they have become more transparent with you the job seeker an d employee, more than ever before. From Elon Musk to Sheryl Sandberg, CEOs at United, Deloitte, Clorox, Memorial Sloan Kettering and even Sephora have spoken to Glassdoor editors about what they really expect from candidates, what problems they are trying to solve and the obstacles they still face.This is transparency like never before. And trust us, we werent easy on them. We dug in to get the answers you want. Plus, our research bureau dug in deeper to findthat a satisfied workforce is an essential driver of CEO approval ratings on Glassdoor. The fruchtwein important factors to company culture are theopinion of senior leadership view of career opportunities and quality of compensation and benefits packages.Here are some of our favorite CEOs and executives being open and honest with you, the job seekerAccording to our research bureau, the most recent jobs report revealed surprisingly strong job gains in October, with 261,000 new jobs created. That strong growth pushed the nat ions unemployment rate down to 4.1 percent, the lowest in roughly 17 years.From remote jobs to jobs that let you work from home or even the roles thatll pay you to travel, we highlight it all. Here are a few of our favorite articles showing the variety of jobs and companies who want to hire youThe mere idea of an interview sends shivers down most peoples spines. Not only are you faced with the daunting task of convincing others that youre the best person for the job - you also have to keep your cool in the face of so many unknowns. This year weve renewed our focus on preparing every type of job seeker for every type of interview they could face.We got experts to a nswer the 50 most common interview questions , to give you exactly how to wow hiring manager. We tapped Work It Daily founder and career coach J.T. ODonnell to shoot an eLearning video tutoria l on how to do everything from research a company, prepare your informed questions and even tackle oddball questions. Plus, the n umber of current and former employees who have lent insider information has gone through the roof.Glassdoor has more than 35 million reviews and insights for more than 700,000 companies.If youve got a technical interview , be thankful weve got the ultimate guide to get you prepared. If youve come back from a period of unemployment, showing off your transferable skills and anticipating recruiters questions are certainly things to be proud and thankful for.October marked the 85th straight month the economy has added jobs , an all-time record since the 1930s. Despite many headwinds, the U.S. labor market remains fundamentally healthy, with close to 6 million job openings available on Glassdoor, and robust hiring throughout healthcare, technology, professional services, e-commerce and many other sectors today.Got 24 hours before an interview or a salary negotiation? No time to do a full prep session? Weve got you covered. We understand that time is of the essence and so weve made ca reer advice fuss-free. This season we launched our Glassdoor Guides , a one-stop-shop for how-to and what-to-say advice from the pros. No need to open a bunch of tabs on your computer or to spend days researching. We wanted to make researching a company and preparing for your dream job even easier. Check out these all-in-one resourcesbrde but not least, were thankful for you Our users are what keep us going. You are our mission. Helping you on your job search journey and your career path is what drives new product innovation, a better user experience, more transparency and more jobsWe always want to keep you first, all 48 million of you who come to us monthly. You trust us to be authentic and honest and credible and data-driven. We strive to deliver on that promise every day, to help you find a job and company you love. And if we ever fall short, let us know. Give us feedback , give us insights, post a review , share your stories of success and your moments of challenge.Thank you for being with us on this journey. Heres to many more

Suspect your new hire wont make it 4 mistakes to avoid

Suspect your new hire wont make it 4 mistakes to avoidSuspect your new hire wont make it 4 mistakes to avoidOnce upon a time, Chuck hired Jackie.Jackie had aced a grueling interview process with Chuck and 11 potential colleagues. Everyone liked her immediately and thought she would be an excellent fit. She had the perfect work experience industry depth for Chucks new Product Manager opening. Chuck enthusiastically offered Jackie the role. Jackie enthusiastically said yes.Fast forward four months.Chuck is concerned. Jackie is struggling. She is already two weeks late delivering her biggest assignment to date a competitive review. She seems disorganized, not yet recognizing who-she-should-talk-to-about-what or moving ahead independently with her assignments. She managed to annoy the head of Marketing last week by making some inappropriate assumptions. Although she welches brimming with energy and ideas at her interviews, Jackie has seemed quiet even pensive of late. She has been bur ning the midnight oil to familiarize herself with the company and its products. But there has been no obvious payoff yet.Chuck ponders. Did he not provide appropriate erleichterung and training in Jackies early weeks? Or is he overreacting? Does he just need mora patience with his new hires learning curve? Or should he jump in and give Jackie a verbal or written warning - or put her on a 30-day Performance Improvement Plan? Would such actions this early in the game deflate Jackies confidence and enthusiasm, just making the situation worse?Leaders fall into some common traps when confronted with the new hire who is stumbling. Here are 4 of the fruchtwein common pitfalls, why they set you back, and how to avoid them.Pitfall 1 Retreating from relationship-buildingHumans invest less in getting to know someone if they suspect that person may not be around in the future. Why waste the time? When youre frustrated with someone, inviting them to grab lunch may be the last thing you want to do. From Chucks perspective, getting to know Jackie better will just make the process of letting her go harder if thats whats ultimately needed, right?Recommendation Buck those instincts and take extra time to build a relationship if you have a struggling new employee. This may save the day for you, them, and your company. Some newbies perceive (or misperceive) that their new boss doesnt care about them or their success. This can lead to lowered confidence, lower motivation to perform, fear of speaking honestly about any job frustrations, or reticence to tell you what they need fruchtwein from you to turn things around.Youve heard the old adage Keep your friends close, and your enemies closer. A corollary should be Keep your high performers close, and your poor performers closer. A stronger relationship makes you a much more effective coach.And if your struggling employee must ultimately be terminated, keep in mind that fired employees sue for wrongful dismissal far less often when they had a respectful, caring, communicative, and honest relationship with the supervisor who ultimately decided to let them go.Pitfall 2 Not paying attention to learning stylesPeople learn in different ways. Some learn best by first watching others, then trying themselves. Others prefer to jump right in, even if it means theyll make a couple mistakes along the way. Yet others like to study, read books, or watch videos. Or have someone outline the 7 steps involved in getting x done.What if Chuck has spent hours in conference rooms with Jackie, describing whats needed? And has already provided every PowerPoint, manual, and online help link Jackie could possibly need to flourish?Too schwimmbad - because Jackie doesnt have a theoretical, bookish approach to life. She is a more pragmatic learn by watching person. She REALLY just wants to get out there and shadow a successful project manager for a couple weeks to learn the ropes.Recommendation Dont assume everyone learns the same way (o r that they learn like you). Instead, ask new employees upon arrival in your group what works best for them. When they had successful transitions into new jobs in the past, what tactics did they find most helpful in ramping their performance quickly? Do they like to read and study? To shadow others in action before trying new tasks themselves? Do they like to be thrown in and feel their way through new challenges? Or perhaps they appreciate role play opportunities? Keep the conversation about learning styles going for their first six months, revisiting and expanding upon what works - and stopping what doesnt.Pitfall 3 Assuming employees put on performance improvement plans wont remain with the companyUnfortunately, at some organizations Performance Improvement Plans (PIPs) are primarily seen and used as a legal prelude to dismissal. In our scenario, Chuck may worry that putting Jackie on a PIP is tantamount to telling her shes (almost) fired.But at an increasing number of organizat ions, PIPs are used as part of the coaching process. They clarify exactly whats not working. They define what the struggling employee and their manager each commit to doing to turn things around.I recently worked at a large multinational firm where a full 60% of new employees (defined as less than one year of tenure) who were put on PIPs successfully came off them and kept their jobs. Many even flourished once they made it through a rocky learning period.Recommendation Make sure you know how written PIPs are used, formatted, and perceived at your organization. Be prepared to use them when necessary. New employees benefit (as do you) if you move as quickly as possible to think through performance problem specifics, solutions, metrics, and goals then put them in writing. If it is too early for a formal PIP, or if you feel you owe your employee another real crack at improvement before HR gets involved, call your written document whatever you want. A coaching plan. A turnaround plan. T here should be ample room for your document to reflect joint contributions and thinking from both you AND the struggling employee.Finally, if you must go to a formal PIP, try to maintain a coaching mindset. Remember that many people put on PIPs have used that process to bootstrap their way back to good performance.Pitfall 4 Thinking termination is the only way outWork relationships are a two-way street. If youre unhappy with a new employee, its very possible that theyre unhappy with you or their new job, too. They may feel frustrated about not catching on or fitting in. They may feel a distinct lack of positive feedback and/or frequent criticism and take those hard.Most interview processes are brief. Typically people cant try on a new job (or employee) the way they can try on a new suit before buying. Which means sometimes the right person ends up in the wrong job. Yielding a poor fit that is hard to blame on anyone in particular. Managers sometimes forget that this poor fit tends to be felt by both parties.The good news? If there is a truly bad fit that worries your new employee as much as you, there may be a way to part company without having to fire them.Recommendation Try a crossroads conversation. At the moment you start to seriously worry about this employees ability to do their new job, have a heart-to-heart chat. Perhaps over a lunch, coffee, or a walk out of the usual office setting.In this conversation, you must do a lot more listening than talking. Get curious. How are you feeling about the new role? Is it what you expected? What do you like and not like about it so far? Are the things you dont like changeable? Now that youve been here 4 months, can you see yourself happy working here for a couple more years?Assure them this check-in is motivated by the fact you truly want them to be happy and successful in their professional life. If youve established a good personal connection (see Pitfall 1 above) and if you can come from a caring, listening pos ition, it is not unusual for your struggling new employee to admit his or her job isnt what they expected or wanted. It is possible to get THEM to admit this isnt a good fit before you have to say it yourself.At this point, you might be able to support them in making a choice to leave the job. Which spares them the psychic pain of termination. Some experts suggest determining a period of time where the employee remains working for you, but is able to interview elsewhere. (While you start working on finding a replacement.)If done right, a caring crossroads conversation may allow everyone the ability to exit a frustrating relationship with a minimum of pain and dislocation.But back to Chuck and Jackie After lots of thought, Chuck invites Jackie to join him on a walk. Maybe Im wrong but I sense that youre frustrated with our product management approach here. And I really want you to be happy, Jackie. Youve got lots of talents and they should be put to use in a place you can flourish a nd enjoy your work. Whats going on for you?Jackie admits that indeed, she is not happy. After describing why, she proposes that she start looking for another job. Can I stay here working for the next month while I begin looking for another job?Absolutely, says Chuck, breathing an internal sigh of relief. I can definitely support you with that, and give you some time each week to interview elsewhere. That will give me time to hire your replacement, perhaps even before youre gone. I do appreciate your candor Jackie. I think this is the best outcome given the situation. I will work to ease the transition for you and for the rest of our gruppe here.So both Chuck and Jackie lived happily ever after. At two different companies.THE END