Supervising Military Personnel HR for Supervisors

2 Objectives Without references, students will be able to: 1.Describe differences in reporting relationships that the Soldier has with his/her senior NCOIC or officer, appropriate commander, 1 st SGT and civilian supervisor. 2.Describe the civilian supervisor’s responsibility for managing and evaluating performance of assigned military personnel. 3.List military mission and events which impact or take precedence over day to day work assignments for assigned military personnel.

3 Benefits and Challenges of Supervising Military Personnel List 3 benefits and 3 challenges of supervising military personnel: Benefits Challenges

4 Military Human Resources System Rank (Pay Grade) Based on person’s achievements Determines pay and other entitlements Uniforms and insignia indicate rank Address Soldiers by rank

5 Military Human Resources System Chain of Command Every Soldier reports to Unit Commander Commissioned officers command, establish policy, manage resources Warrant officers highly specialized; may command NCOs conduct training/direct day to day activities Commanders have final authority over Soldiers Civilian supervisors do not command Military/Civilian supervisors share responsibilities Communication/good working relationships essential

6 Military Human Resources System Promotions/Assignments Promotion based on character/leadership qualities Must meet requirements for length of service, training, performance and physical fitness Enlisted lower ranks – commanders promote Higher ranks determined by selection boards Military assignments made by Human Resource Command (HRC) Assignments limited to 3 years in same position

7 Military Human Resources System Wear and Appearance Soldiers expected to be neat and well groomed Required to wear uniform on duty (some exceptions) Training Soldiers must be trained and ready to fight Annual training requirements focus on Command Soldier Skills Training required for career progression Technical training standard for MOS Leadership training also standard

8 Military Human Resources System Non-professional Relationships Between Soldier and civilians Between superior and subordinate Commercial activities Off Duty Misconduct No requirement for “nexus” between off duty offenses and Soldier’s position or rank Uniform Code of Military Justice applies to all active duty at all times

9 Military Human Resources System Benefits of Service Pay – Basic, Special, Allowances Leave –Soldiers earn 30 days of leave per year (2.5/month) –Convalescent Leave – non-chargeable absence approved by hospital commander or unit commander –Regular Pass –Special Passes –Leave recorded on DA 31; unit clerks receives and processes –Release from duty at commander discretion Housing

10 Military Human Resources System Benefits of Service, cont. Healthcare –Tricare: Network of DoD and civilian health care –Applies to Soldiers and family members Education –Tuition Assistance –Montgomery GS Bill Other benefits, e.g., PX, Commissary, on-post services and recreation facilities

11 Civilian Supervisor’s Responsibilities Description of Duties Placement/Assignment Work Direction Training Leave Approval

12 Civilian Supervisor’s Responsibilities Performance Management Evaluates character and commitment to Army values Focus on promotion potential NCO Evaluation Report (DA ) –Includes ratings of Competence, Physical Fitness, Military Bearing, Leadership, Training, Responsibility, Accountability –Requires bullet examples for Excellence or Needs Improvement –Civilians may be appointed as raters –Must supervise for at least 90 days –Counseling required throughout rating period –Completed ratings submitted to Battalion S-1; forwarded to HRC

13 Civilian Supervisor’s Responsibilities Officer Evaluation Report (OER) (DA 67-9) –May be rated by civilian/must be official supervisor –Civilians may be designated as senior raters –Provide senior rater support forms at beginning of rating period –Discuss scope of duties within 30 days of beginning of rating period –Counsel throughout rating period –Advise on any changes to duties/objectives –Assess performance using all reasonable means –Provide objective and comprehensive evaluation –Completed ratings submitted to Battalion S-1/forward to HRC

14 Civilian Supervisor’s Responsibilities Discipline Civilian supervisors have limited authority to take disciplinary actions Problems not resolved through formal counseling should be referred to Soldier’s unit commander Adverse Administrative Actions emphasize correction –Withholding privileges –Admonitions and reprimands –May be oral or written –May be issued by civilian supervisors –Coordinate with unit commander before taking action Corrective training if appropriate Reduction in rank for civil court conviction or inefficiency Court Martial or Article 15 for severe offenses – removal from service or imprisonment

15 Civilian Supervisor’s Responsibilities Developmental Counseling Focus on assisting Soldier to achieve unit and individual goals Subordinate centered, two way communication Requires: –Active Listening –Responding –Questioning Record on DA Form 4856

16 Civilian Supervisor’s Responsibilities Recognition Civilian supervisors may submit formal recommendation for military award/decoration through military command channels; consult unit commander before initiating Must be submitted within 2 years of act, achievement or service Submitted on DA Form 638 Military chain of command recommend approval/disapproval Approval authority varies depending upon level of award

17 Military Mission/Other Events Which Take Precedence Over Daily Work Assignments Physical Training Formations Other Military Training Training Holidays TDY Duties and Details

18 Expectations What Soldiers Expect of Civilian Supervisors What Civilian Supervisors Expect of Assigned Military Personnel

19 Quiz Answer the following questions: 1.Sergeant First Class Thomas Smith has been newly assigned to your organization. You should introduce him to your staff as: a. Sergeant Smith b. Tom Smith c. SFC Smith d. Sergeant First Class Smith 2. Which statement is true: a. Civilian supervisors of military personnel have the same authority and responsibility as military commanders. b. Civilian supervisors direct the work but do not command military personnel under their supervision. c. Soldiers who work for civilian supervisors are not assigned to a military unit. d. Unit commanders must approve all work assignments of Soldiers who work for civilian supervisors.

20 Quiz 3.Civilian supervisors of military personnel: a. Approve annual and sick leave for military personnel. b. May authorize a 3 day pass for a Soldier as recognition of exceptional performance. c. Should counsel a Soldier who is continually late for work. d. May take action to remove a Soldier from military service for a serious offense. 4.The civilian supervisor of a Soldier: a. May serve as rater, senior rater and/or reviewer of military personnel assigned to his/her organization. b. Provides input but does not sign military evaluation reports. c. Should use the same performance objectives for both civilian employees and military personnel who perform the same duties. d. May serve as rater for enlisted personnel but not officers.

21 Quiz 5.Which of the following events would not be a legitimate absence from a Soldier’s normal duty assignment? a. Training holiday b. Physical training c. Unit Formation d. Working part time in a Nonappropriated Fund Position

22 Summary Civilian supervisors must be aware of differences in military and civilian human resources systems Cooperative working relationships between civilian supervisors and unit commanders are essential Civilian supervisors are responsible for planning, directing, reviewing and evaluating work and counseling and coaching assigned military personnel Civilian supervisors may serve as raters, reviewers and senior rater on military evaluation reports Soldiers should advise civilian supervisors when they will be absent from duty; there are legitimate military and mission related absences Both civilians and military can benefit from each other’s presence in the work place