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Enlisted Evaluation System

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Presentation on theme: "Enlisted Evaluation System"— Presentation transcript:

1 Enlisted Evaluation System

2 Overview Understanding the Enlisted Evaluation System
Enlisted Performance Report Enlisted Career Progression System 2

3 Enlisted Evaluation System
Performance Feedback Worksheet: Designed to provide Airmen with honest, periodic feedback so they’ll know what the Air Force and their supervisors expect. Enlisted Performance Report: Designed to provide an official record of performance as viewed by officials in the rating chain who are closest to the actual work environment. 3

4 Enlisted Evaluation System
Enlisted Career Progression System: Designed to provide the rank/grade commensurate with each position’s responsibility and leadership requirement. 4

5 Enlisted Performance Reports (EPR)
Objective: Provides an official record of performance as viewed by officials in the rating chain who are closest to the actual work environment. (AFI ) Let’s narrow our focus now and concentrate on the enlisted performance report itself. 5

6 Requirements For EPRs Who? All enlisted members SrA thru CMSgt.
A1C and below if they have 20 months or more of Total Active Federal Military Service (TAFMS). When? Annually if no changes during reporting cycle (change in reporting official, PCS, PCA, etc.) After a change during the reporting cycle when there has been 120 days or more of supervision. 6

7 8 Forms Used AF Form 910, Enlisted Performance Report - Used for Airman Basic (AB) through Technical Sergeant (TSgt) AF Form 911, Senior Enlisted Performance Report - Used for Master Sergeant (MSgt) through Chief Master Sergeant (CMSgt) 7

8 AF Form 910 AB thru TSgt Front Back
First, here is what the new AF Form 910 will look like. As you can see there are significant changes in how raters will evaluate performance of their enlisted Airmen. Front Back

9 AF Form 911 MSgt thru CMSgt Front Back
The AF Form 911, has also been similarly redesigned. Front Back

10 AF Forms 910 and 911 Block for Duty Title and Significant Additional Duties Key Duties, Tasks and Responsibilities Must be in bullet format Both forms have a block dedicated for significant additional duties. The job description area has been reduced to four lines and must be in bullet format. In this space, raters need to communicate the nature or level of responsibilities and the uniqueness of each job. Raters need to be specific – include such things as number of people supervised and dollar value of resources or projects managed. Ratees on an indeterminate (365 day) deployment, will use their deployed job description.

11 AF Forms 910 and 911 Performance Assessment
Broken down into specific standards AF Form 910 has 5 standards plus comment area AF Form 910 has additional standards listed for SSgt and TSgt AF Form 911 has 6 standards plus comment area A significant change is in the rater’s performance assessment area. Immediate rater’s comments are now aligned to the specific performance assessment area on the front side of the form. This change allows immediate raters to address performance on the standards and competencies we value. The AF Form 910 has five standards and the AF Form 911 has six standards. Both forms also have an additional block for other comments. Example from AF Form 910

12 AF Forms 910 and 911 Performance Assessment (continued)
Ratings – Must mark one Does Not Meet Performs below established standards, requires improvement Makes report referral Meets Meets established standards Above Average Performs beyond established standards and expectations Clearly Exceeds Performs at a higher level than most of their peers, far exceeds standards and expectations, unique performer Evaluation of performance assessment areas has been standardized. The rater must indicate the level of performance of the ratee by marking one of the four choices: “Does Not Meet” “Meets” “Above Average” or “Clearly Exceeds” Any marking of “Does Not Meet” requires specific comments on how the ratee is not meeting the standard and makes the report a referral. Inclusion of any negative comments also require the report to be referred. This marking also requires the form to be filled out with “wet” or “pen and ink” signatures. Referral reports will not use digital signatures. They will be processed manually as they were done with the previous version of the forms using a typed referral memorandum to the ratee. Marking “Meets” means the ratee has performed in a manner meeting expectations established by the rater. “Above Average” will be marked when the ratee consistently performs above expectations. “Clearly exceeds” should be reserved for those Airmen who clearly perform significantly above expectations, showing initiative, going above and beyond at all times. Example from AF Form 911

13 AF Forms 910 and 911 Performance Assessment (continued)
Comments must be made for each standard Must be in bullet format Bullets can describe an activity/accomplishment/event the ratee participated in that demonstrated the standard Example for Standards, Conduct, Character - Maintained composure during IFE; quick thinking saved the lives of 76 passengers Raters need to make comments for all assessment areas. They must use bullet format, however, white space is allowed. Raters should try not to fall into the trap of making bland comments such as “Amn Smith’s conduct and character are in line with the Air Force core values.” Instead, they should write bullets that describe what the Airman did during the rating period and which demonstrate the standard in action. For example “Maintained composure during IFE; quick thinking saved the lives of 76 passengers” While there is space to comment on fitness, comments can only be included if the ratee does not meet standards or to document unit fitness achievements for the physical training leader or unit fitness program manager. Maintained composure during in-flight emergency; quick thinking saved the lives of 76 passengers Hand-picked to escort AMC/CC during AF 60th Anniversary Celebration and Birthday Ball; “best escort I’ve had!” - Scored 74, improved 15 pts over last test, back w/vengeance after injury Example from AF Form 911

14 AF Forms 910 and 911 Performance Assessment (continued) Other comments
Promotion and job recommendations Safety, security and human relations Acronym list: in order used, complete title followed by acronym, separated by semi-colon Example: In-flight Emergency (IFE); BPO (Business Process Owner) Stratification for eligible MSgts and SMSgts The other comments area is designed for immediate raters to make promotion and future job recommendations, capture information on the ratee’s safety, security and human relations behavior, to capture acronyms used throughout the report. For Time in Grade eligible MSgts and SMSgts, this is where immediate raters can include stratification statements, and realistic job and assignment recommendations. For example, a SSgt’s report should not include a recommendation for first sergeant duty. Ready to be NCOIC of a large CSS, promote now! Business Process Owner (BPO); Mobile Training Team (MTT); Ready Aircrew Program (RAP) Example from AF Form 911

15 AF Forms 910 and 911 Overall Performance Assessment
Rater and additional rater indicate overall level of performance NOT a promotion recommendation Point values used to compute WAPS score There are no changes to the format of the signature block. The date cannot be typed in. On forms that are digitally signed, the date will automatically fill in. For evaluations requiring pen and ink signatures, the date will be hand written. The overall rating is no longer stated as a promotion recommendation, but is now a performance assessment rating. Overall rating scale remains 1 to 5 and there are no changes to WAPS EPR point calculation for promotions. While a controlled rating system is not implemented, supervisors at all levels must use caution to reduce and preclude overinflation of ratings. EPR ratings impact selections for promotion, CJRs, retraining, reenlistment and assignments. Overinflating EPR ratings eliminates performance as a discriminator and results in a disservice to all Airmen. Example from AF Form 911

16 AF Forms 910 and 911 Overall Performance Assessment (continued)
Ratings – must mark one prior to signing report Poor (1) Performs at an unacceptable level Disciplinary action is not required Makes report referral Needs Improvement (2) Meets some but not all performance standards Before signing in their signature block on front of the form, the rater must go to the back of the form to fill out the overall performance assessment and feedback data. Raters will also fill out the TIG eligibility and final evaluator position on the AF Form 911 before signing the report. When deciding the overall performance rating, evaluators should compare the ratee to their peers in the same grade. While there are many thousands of outstanding and exceptional performers, not every Airman is or should be considered as “Truly Among the Best,” a rating of 5. As mentioned, the overall rating scale remains 1 though 5. There must be differentiation to ensure performance counts. Markings of either “Poor” or “Needs Improvement”, or any negative comments, cause the evaluation to be a referral report.

17 AF Forms 910 and 911 Overall Performance Assessment (continued)
Ratings – must mark one prior to signing report Average (3) Meets standards/expectations Performs in the median when compared to peers Above Average (4) Performs beyond established standards and expectations Performs at higher level than many of their peers Truly Among the Best (5) Performs at a level above their peer group Elite performer who goes above and beyond A rating of 3 is appropriate for Airmen who meet standards and perform in an acceptable manner when compared to their peers, they are in the median. A rating of 4 is for those Airmen who outperform the majority of ther peers. Finally, a rating of 5 must be reserved for those exceptional performers who are head and shoulders above and always outperform their peers.

18 AF Forms 910 and 911 Feedback Records last feedback in the reporting period Cannot be the date of feedback acknowledgement If feedback was not provided, type N/A and state reason Rater will not be able to digitally sign form if this section is not completed The importance of performance feedback cannot be overemphasized. Establishing expectations and providing feedback is one of the most important responsibilities supervisors have and is also the primary tool for improving performance. Our Airmen deserve to know their supervisor’s expectations, how they are meeting the expectations and what they can do to improve. The feedback block under the overall performance assessment captures the date the last formal feedback session was conducted. A date or N/A with comments must be entered, or the rater will not be able to digitally sign the form. This date cannot be the date the Airman acknowledged receiving the evaluation. Unfortunately, we still have Airmen who are not receiving feedback. There is no excuse for not providing feedback and supervisors at all levels must be involved to ensure feedback is conducted.

19 AF Forms 910 and 911 Ratee Acknowledgment Facilitates feedback
Reduces evaluation appeals based on minor errors such as misspellings or forgotten accomplishments The specifics of the Ratee acknowledgement have been addressed earlier. Again, this is designed to facilitate feedback and to reduce evaluations that require corrections after the fact for minor errors or missed accomplishments.

20 Referral EPR Criteria A “Does Not Meet” on any Performance Standard
An Overall Assessment of “Poor (1)” or “Needs Improvement (2)” Comments that refer to behavior not meeting minimal acceptable standards of performance, personal conduct, character, or integrity. 39

21 Referral EPR Procedures
Ratee must be notified by the rater before the rater signs a referral EPR Ratee then has the opportunity to provide written comments (no more than 10 pages) and attach them to the referral EPR 40

22 Enlisted Career Progression System
Objective To provide the rank/grade commensurate with each position’s responsibility and leadership requirement Now Let’s expand our focus to look at the Enlisted Career Progression System to manage enlisted personnel from basic training through retirement. The objective is to provide the rank/grade commensurate with each position’s responsibility and leadership requirement. With an increase in rank comes an increase in responsibility. Don’t leave a CMSgt with the responsibility of a TSgt, and likewise, don’t give a SrA the responsibilities of a TSgt. 4 4 4 4

23 Enlisted Career Progression System
High Year Tenure (HYT) E-4 (SrA) Years of Service E-5 (SSgt) Years of Service E-6 (TSgt) 20 Years of Service E-7 (MSgt) Years of Service E-8 (SMSgt) 26 Years of Service E-9 (CMSgt) 30 Years of Service 5 5 5 5

24 Enlisted Promotion System “Fully Qualified”
E-2 (Amn) through E-4 (SrA) Fully Qualified All must meet time in grade requirements E-4 Senior Airman--must receive skill level Methods of promotion depends on grade. Promotion to E-2 through E-4 is on a fully qualified basis, with commander’s recommendation. E-2 requires 6 moths TIG. E-3 requires 10 months TIG. E-$ requires 36 months TIS and 20 months TIG or 28 months TIG, whichever comes firs, and a 5 skill level. (3 skill level when no 5 skill level exists). Below the zone promotion selects AIC for promotion to SrA 6 months early. Only considered for BTZ once. Promotions to E-5 through E-7 can occur two ways. Weighted Airman Promotion System (WAPS) or Stripes for Exceptional Performers. Let’s first look at promotion under WAPS 7 7 7 7

25 Enlisted Promotion System “Weighted Airman Promotion System” (WAPS)
E-5 (SSgt) through E-7 (MSgt) Max Pts Enlisted Performance Reports Points (EPRs) …….. 135 Specialty Knowledge Test (SKT) ………………… Professional Development Guide (PDG) Score ....…...100 Time in Service (TIS) .………………………………. 40 Time in Grade (TIG) ….……………………………....60 Decorations …………………………………………… 25 Total Points Possible There are 6 weighted factors for a maximum of 460 points. EPRs most heavily weighted 135 (performance/ability to succeed in profession) Specialty Knowledge Test (SKT) 100 Job specific PFE, AF knowledge, management, etc. 100 TIG, ½ pt per month 60 TIS, 1/6 pt per month 40 Decoration 25 _________________________________________ Total 460 7 7 7 7

26 Enlisted Promotion System “Stripes for Exceptional Performers” (STEP)
E-5 (SSgt) through E-7 (MSgt) For those individuals whose performance and potential clearly set them far above their peers Very limited in number Stripes for Exceptional Performers (STEP) Program. Permits local commanders to advance eligible, outstanding airmen to E-5 through E-7. There’s a board process to select most qualified personnel for early promotion. Based on performance and potential. It allows individuals to get promoted early and helps sharp individuals who have trouble with taking tests. Cannot be promoted twice within a 12 month period. For example, if an individual has just been promoted under WAPS, they are ineligible for a STEP promotion for 12 months. 7 7 7 7

27 Enlisted Promotion System “Whole Person Concept”
E-8 (SMSgt) through E-9 (CMSgt) Weighted factors similar to WAPS Individual’s record meets a board Promotion to E-8 and E-9 uses the “whole person” concept. Two phased concepts focuses on leadership and management as well as job performance. 8 8 8 8

28 Enlisted Promotion System “Whole Person Concept”
Enlisted Performance Reports Max Pts EPRs.……….…………………………..135 Supervisory Exam.…………………….100 Time in Service (TIS)…………….……..25 Time in Grade (TIG)……………….…...60 Decorations………………………….…...25 Central Board Score…………………...450 Total Possible Points…………………...795 7 7 7 7

29 Officer Responsibilities
Career Development Counseling Seek out additional duties Provide time for self-development Correct deficiencies Recognize outstanding contributions and achievements 9 9 9 9

30 Summary Review of Enlisted Evaluation System
Enlisted Performance Report Enlisted Career Progression System 2

31 Enlisted Evaluation System

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