Posted on Apr 17, 2019
What are your thoughts on the new NCO Merit Based Promotion Program?
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Just curious on everyone's thoughts on the new Promotion system. Ill post a fact sheet in the comments that was sent to us via DA-G1, feel free to vote on the poll and provide your perspective on the subject.
Promotions
Promotion Board
Promotion Points
Posted >1 y ago
Responses: 8
While I see some good in this proposal, I also see the "Good Old Boy System" coming back. This also sounds like it could kill many careers in those Low Density MOS's
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MSG (Join to see)
SFC Marc W. - True. I will admit that. But this new proposed system will bring it back to the front
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SSgt Boyd Herrst
What about cross-servicing Jeff when your 2 years was completed?PFC Jeffrey Herrington
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SSgt Boyd Herrst
That’s true in all the service branches. The Raters just changed the way Troops were rated. For Regular AF, Reserve and Air Guard there is weighted Airman Promotion System. For E-6 through E-9 it’s getting an overhaul.. they’re working on from whatI read. SFC Marc W.
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NCO MERIT BASED PROMOTIONS FACT SHEET
The Secretary of the Army has signed an Army Directive regarding NCO Promotion Boards that will be posted to the Army Publications Directorate website. The directive is a talent management effort that serves as a catalyst to evolve from time-based to merit-based systems. This shift to merit-based promotion is designed to improve readiness, leader and professional development, and professionalism of our NCO Corps. Merit-based management processes recognize top-rated Soldiers’ increased potential to contribute to the Army team.
Applicable to enlisted Soldiers in the Regular Army and the U.S. Army Reserve (Active Guard Reserve), the Army will transition from HQDA Centralized Promotion Boards to HQDA NCO Evaluation Boards and use a board's evaluation of NCOs to inform decisions to improve readiness, morale, retention and professionalism of the NCO Corps.
It is HQDA’s intent to expand use of Order of Merit Lists (OMLs) from simply identifying promotion selectees to informing training, promotion, assignment and retention decisions that will maximize the potential of our Army's greatest asset - our people.
Objectives include:
• Improve NCO professional development by selecting fully-qualified (FQ) NCOs from the top of the OML for training early to qualify them for promotion (instead of after promotion selection).
• Improve readiness by providing flexibility to react to emerging requirements and reducing grade/skill imbalances.
o The past practice of creating an annual promotion selection list (NCOs selected for promotion with a sequence number) will end. Under the new promotion process, only best-qualified NCOs (identified from a board's OML) will be selected for promotion on a month to month basis against known requirements.
o Not all FQ NCOs will be promoted; only those individuals need to fill a valid requirement.
o Boards will consider eligible NCOs annually, with new OMLs replacing old ones.
• Improve leader development with improved merit-based assignment decisions.
• Improve professionalism of the NCO Corps by maximizing the greatest potential of our NCOs and enabling continuation of service decisions informed by structure requirements and individual performance, with the intent to eliminate retention control points (RCPs).
o Inform NCOs who are found not fully qualified (ineligible for promotion from a board perspective) that their continued service is at risk, with the intent to increase their performance and potential for continued service and contributions to the Army.
o Deny continued service to NCOs who are found not fully qualified a second time (2XNFQ) while in the same grade/MOS and retain FQ NCOs based on merit/performance to address readiness shortfalls.
To facilitate this cultural change, our intent is to apply an iterative approach, with a goal of having all new policies and practices complete by the end of FY21.
Implementation Plan:
Fiscal Year 2019
• Starting with the MSG Promotion Board
o Establish promotion sequence numbers based on merit (OML) instead of seniority (TIG, BASD, etc.)
• Starting with the CSM/SGM NCO Evaluation Board (CSM/SGM Files)
o Use a board OML to qualify NCOs for Nominative CSM/SGM eligibility, BN/BDE CSM eligibility
o Establish promotion sequence numbers to SGM for Sergeants Major Course (Class 70) students upon graduation
o Begin informing all NCOs their OML-standing within the Army Career Tracker (individual ranking amongst their peers)
Fiscal Year 2020
• Starting with the MSG NCO Evaluation Board (1SG/MSG Files)
o Use a board OML to assist in the assignment decision process (feeding the Manner of Performance Tool in HRC)
o Use a board OML to identify best candidates for training based on merit to qualify them for future promotion selection
• Starting with the CSM/SGM NCO Evaluation Board (CSM/SGM Files)
o Use a board OML to identify NCOs not fully qualified in grade/MOS that their continued service is at risk
o Establish a mechanism to provide voter feedback to NCOs in addition to their OML ranking
o Revise QMP/QSP policies and incorporate those outcomes into the annual NCO Evaluation Board process
Fiscal year 2021
• Starting with the SFC NCO Evaluation Board (SFC Files)
o Revise Army policies to eliminate the use of (P) status on NCOs SSG and above
o Begin a process of posting 90-day promotion forecasts for NCO promotions (SGT-SGM)
o Begin revision from an annual promotion selection list to a monthly promotion selection process (identical to how the Army promotes to SGT and SSG today)
o Begin implementation of a HQDA Bar to Continued Service against NCOs who fail to qualify themselves for promotion by not completing Distributed Leaders Couse (DLC) requirements
o Begin denial of continued service against NCOs who decline promotion after having been identified as best qualified to serve the Army in increased positions of responsibility
o Revise posthumous promotion policy from (P) status to those who are otherwise fully qualified in good standing
• Starting with the CSM/SGM NCO Evaluation Board (CSM/SGM Files)
o Begin a process to deny service to NCOs found not fully qualified a second time in the same grade (2XFNQ)
o Eliminate retention control points; subsumed by merit-based evaluations of performance and potential
o Begin top-of system data sharing with subordinate units to secure verification/validation of data seen by the board and the "My Board File" status for assigned Soldiers
o Expand information seen by boards to better inform them of NCO's qualifications and compliance with Army standards
HQDA will announce applicable changes prior to each board and provide implementation guidance to support them. This talent management effort facilitates accomplishment of the Army's strategic objectives to improve readiness and sustain a workforce of trusted professionals by employing each member to the maximum effect and mitigating MOS and grade imbalances.
The Secretary of the Army has signed an Army Directive regarding NCO Promotion Boards that will be posted to the Army Publications Directorate website. The directive is a talent management effort that serves as a catalyst to evolve from time-based to merit-based systems. This shift to merit-based promotion is designed to improve readiness, leader and professional development, and professionalism of our NCO Corps. Merit-based management processes recognize top-rated Soldiers’ increased potential to contribute to the Army team.
Applicable to enlisted Soldiers in the Regular Army and the U.S. Army Reserve (Active Guard Reserve), the Army will transition from HQDA Centralized Promotion Boards to HQDA NCO Evaluation Boards and use a board's evaluation of NCOs to inform decisions to improve readiness, morale, retention and professionalism of the NCO Corps.
It is HQDA’s intent to expand use of Order of Merit Lists (OMLs) from simply identifying promotion selectees to informing training, promotion, assignment and retention decisions that will maximize the potential of our Army's greatest asset - our people.
Objectives include:
• Improve NCO professional development by selecting fully-qualified (FQ) NCOs from the top of the OML for training early to qualify them for promotion (instead of after promotion selection).
• Improve readiness by providing flexibility to react to emerging requirements and reducing grade/skill imbalances.
o The past practice of creating an annual promotion selection list (NCOs selected for promotion with a sequence number) will end. Under the new promotion process, only best-qualified NCOs (identified from a board's OML) will be selected for promotion on a month to month basis against known requirements.
o Not all FQ NCOs will be promoted; only those individuals need to fill a valid requirement.
o Boards will consider eligible NCOs annually, with new OMLs replacing old ones.
• Improve leader development with improved merit-based assignment decisions.
• Improve professionalism of the NCO Corps by maximizing the greatest potential of our NCOs and enabling continuation of service decisions informed by structure requirements and individual performance, with the intent to eliminate retention control points (RCPs).
o Inform NCOs who are found not fully qualified (ineligible for promotion from a board perspective) that their continued service is at risk, with the intent to increase their performance and potential for continued service and contributions to the Army.
o Deny continued service to NCOs who are found not fully qualified a second time (2XNFQ) while in the same grade/MOS and retain FQ NCOs based on merit/performance to address readiness shortfalls.
To facilitate this cultural change, our intent is to apply an iterative approach, with a goal of having all new policies and practices complete by the end of FY21.
Implementation Plan:
Fiscal Year 2019
• Starting with the MSG Promotion Board
o Establish promotion sequence numbers based on merit (OML) instead of seniority (TIG, BASD, etc.)
• Starting with the CSM/SGM NCO Evaluation Board (CSM/SGM Files)
o Use a board OML to qualify NCOs for Nominative CSM/SGM eligibility, BN/BDE CSM eligibility
o Establish promotion sequence numbers to SGM for Sergeants Major Course (Class 70) students upon graduation
o Begin informing all NCOs their OML-standing within the Army Career Tracker (individual ranking amongst their peers)
Fiscal Year 2020
• Starting with the MSG NCO Evaluation Board (1SG/MSG Files)
o Use a board OML to assist in the assignment decision process (feeding the Manner of Performance Tool in HRC)
o Use a board OML to identify best candidates for training based on merit to qualify them for future promotion selection
• Starting with the CSM/SGM NCO Evaluation Board (CSM/SGM Files)
o Use a board OML to identify NCOs not fully qualified in grade/MOS that their continued service is at risk
o Establish a mechanism to provide voter feedback to NCOs in addition to their OML ranking
o Revise QMP/QSP policies and incorporate those outcomes into the annual NCO Evaluation Board process
Fiscal year 2021
• Starting with the SFC NCO Evaluation Board (SFC Files)
o Revise Army policies to eliminate the use of (P) status on NCOs SSG and above
o Begin a process of posting 90-day promotion forecasts for NCO promotions (SGT-SGM)
o Begin revision from an annual promotion selection list to a monthly promotion selection process (identical to how the Army promotes to SGT and SSG today)
o Begin implementation of a HQDA Bar to Continued Service against NCOs who fail to qualify themselves for promotion by not completing Distributed Leaders Couse (DLC) requirements
o Begin denial of continued service against NCOs who decline promotion after having been identified as best qualified to serve the Army in increased positions of responsibility
o Revise posthumous promotion policy from (P) status to those who are otherwise fully qualified in good standing
• Starting with the CSM/SGM NCO Evaluation Board (CSM/SGM Files)
o Begin a process to deny service to NCOs found not fully qualified a second time in the same grade (2XFNQ)
o Eliminate retention control points; subsumed by merit-based evaluations of performance and potential
o Begin top-of system data sharing with subordinate units to secure verification/validation of data seen by the board and the "My Board File" status for assigned Soldiers
o Expand information seen by boards to better inform them of NCO's qualifications and compliance with Army standards
HQDA will announce applicable changes prior to each board and provide implementation guidance to support them. This talent management effort facilitates accomplishment of the Army's strategic objectives to improve readiness and sustain a workforce of trusted professionals by employing each member to the maximum effect and mitigating MOS and grade imbalances.
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SPC (Join to see)
MSG (Join to see) Very understandable, I could definitely see that being an issue. However, this is a different Army than when the GOB system was super prevalent in our ranks, hopefully with the implementation of EO and people taking it more seriously these days, this wont be an issue. I also see a chance of some quid pro quo incidents coming up, since promotions will be harder to get. Some may prefer "persuasion". I don't know, hopefully more good than bad comes of this.
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MSG (Join to see)
SPC (Join to see) - Honestly, I'm not going to hold my breath as every time Big Army changes the promotion system for NCOs....everything goes to shit for years. Look at what took place before STEP came into being. For the longest time, to get promoted one had to go to a board and get selected and THEN go to NCOES. Then, it was changed to not a requirement because the Army needed to fill a ton of NCO slots so anyone that was eligible were promoted and then went to school later. Then STEP came into being and created a SHIT TON of a backlog of available seats because all of those promoted without school NCOs needed to get to school stat and got priority so they could keep the rank...pushing back all the other NCOs that also needed school.
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1SG John Baize
"will be selected for promotion on a month to month basis against known requirements" Can you clarify this phrase? Known requirements at what level? TOE? TDA? Company? Battalion? Army? Too often I have seen promotions in the top three grades go to personnel sitting in TDA slots while TOE slots remain empty. Command standardization/inspection teams heavy with SFC and MSG personnel while the company level slots remain filled with SSGs and SFCs. This reeks of 'IAW the needs of the Army' which didn't work then and probably doesn't work now.
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SGT David Petree
this is a load of %*$# . it don't matter wheatear it is the old old system , the old system , or the new system . if there is NO SLOT then all the points, for promotion are for not. just because you are FQ, & maintain it someone has to move up so you can get promoted. does not matter system you are under. it is all about the SLOT.
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SPC (Join to see)
1SG (Join to see), I'm not sure to be honest, I imagine this will go Army wide, but I don't recall reading anything that specified which components would get it and which wouldn't.
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1SG (Join to see)
SPC (Join to see) - I better look into it, based on the dates given, I would be right in there for my first look at MSG
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CW4 Craig Urban
My take on this process is one of the reasons I went warrant. Had a SGM tell me when I was a CW3 that the only reason you went warrant is because you could not make SFC. I would have been below the zone. Had a msg who worked for me who had difficulty passing her pt test and had special classes at the SGM academy to make it through.
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