![]() ![]() O Use a board OML to assist in the assignment decision process (feeding the Manner of Performance Tool in HRC) Starting with the MSG NCO Evaluation Board (1SG/MSG Files) O Begin informing all NCOs their OML-standing within the Army Career Tracker (individual ranking amongst their peers) O Establish promotion sequence numbers to SGM for Sergeants Major Course (Class 70) students upon graduation O Use a board OML to qualify NCOs for Nominative CSM/SGM eligibility, BN/BDE CSM eligibility Starting with the CSM/SGM NCO Evaluation Board (CSM/SGM Files) O Establish promotion sequence numbers based on merit (OML) instead of seniority (TIG, BASD, etc.) 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. 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. ![]() O Inform NCOs who are found not fully qualified (ineligible for promotion from a board perspective) that their continued service is at risk intent being to increase their performance and potential for continued service and contributions to the Army. This transitions from time-based retention to performance-based retention. 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 (intent being to eliminate retention control points (RCPs)). Improve leader development with improved merit-based assignment decisions. O Boards will consider eligible NCOs annually with new OMLs replacing old ones. ![]() O Eligibility requires NCOs be FQ and not all FQ NCOs will be promoted only those when a valid requirement exists. O The past practice of creating an annual promotion selection list (NCOs selected for promotion with a sequence number) will stop and change to a promotion process where only best-qualified NCOs (identified from a board's OML) are selected for promotion on a month to month basis against known requirements. Improve readiness by providing flexibility to react to emerging requirements and reducing grade/skill imbalances. 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). 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. Army Reserve (Active Guard Reserve), the Army will transition 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. Merit-based management processes recognize top-rated Soldiers increased potential to contribute to the Army team.Īpplicable to enlisted Soldiers in the Regular Army and the U.S. The directive is a talent management effort that serves as a catalyst to evolve from time-based to merit-based systems (decisions on promotion, assignments, retention) designed to improve readiness, leader and professional development, and professionalism of our NCO Corps. The Secretary of the Army has signed an Army Directive regarding NCO Promotion Boards that will be posted to the Army Publications Directorate website shortly. Enlisted Centralized Selection Boards Fact Sheet ![]()
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