SECRETARIAT FOR DEPARTMENT OF THE ARMY …

1 DEPARTMENT OF THE army SECRETARIAT FOR DEPARTMENT OF THE army selection BOARDS 1600 spearhead division avenue FORT KNOX, KY 40122 AHRC-PDV-S 24 February 2017 MEMORANDUM FOR Director of Military Personnel Management, Office of the Deputy Chief of Staff G-1, 300 army Pentagon, Washington, DC 20310-0300 SUBJECT: Field After Action Report - Fiscal Year 2017 (FY17) Regular army (RA} and army Reserve Active Guard Reserve (AGR) Master Sergeant (MSG) Promotion and Sergeant First Class (SFC) Qualitative Service Program (QSP) Boards 1. References. a. AR 600-8-19, Enlisted Promotions and Reductions, dated 14 September 2016. b. DEPARTMENT of the army Pamphlet 600-25, dated 11 September 2015.)

2 C. DAPE-MPE-PD, Memorandum of Instruction (MOI) dated 25 January 2017, Subject: Instructions for the FY17 RA/AR AGR MSG Promotion and SFC QSP Boards. 2. General: The FY17 RA and AGR MSG Promotion selection board convened at the DA SECRETARIAT , Fort Knox, Kentucky on 7 February 2017, to select the best qualified noncommissioned officers (NCOs) for the purpose of promotion to Master Sergeant (MSG). 3. board Issues and Observations. a. army Military Human Resource Record (AMHRR) and Enlisted Record Briefs (ERB) inaccurate and/or out of date. (1) Discussion: There were numerous ERBs that were not updated or inaccurately reflected assignment history, duty position, language certification, education, awards, and APFT scores when compared to other documents within the AMHRR.

3 (2) Recommendation: Leaders should ensure NCOs at all levels understand the importance of maintaining current and correct information on their ERB and in their AMHRR. NCOs should be required to digitally sign their board ERB to indicate it is updated and accurate. b. Letters to the President of the board . AHRC-PDV-S SUBJECT: Field After Action Report -Fiscal Year 2017 (FY17) Regular army (RA) and army Reserve Active Guard Reserve (AGR) Master Sergeant (MSG) Promotion and Sergeant First Class (SFC) Qualitative Service Program (QSP) Boards (1) Discussion: Letters to the board were valuable when they highlighted recent achievements or unusual circumstances that the ERB did not reflect such as impact awards, degree completion, or prolonged periods of medical issues.

4 However, some letters were not particularly helpful. For example, unhelpful letters were those from NCOs stating why their records were not updated in a timely manner. (2) Recommendation: NCOs should read the board MILPER message and army Regulations concerning letters to the president of the promotion board and follow its guidance. Furthermore, letters should be clear and to the point. c. Senior Rater Comments. (1) Discussion: Senior rater comments by company grade officers were often unclear and sent a confusing message to board members. Additionally, strong rater comments along with a "Most Qualified" senior rater check were sometimes accompanied by senior rater comments with no enumeration.

5 Furthermore, company grade senior raters used a mix of percentages and enumerations that were not congruent or aligned with their senior rater population which sent an ambiguous message to the board as to where the rated NCOs actually stood amongst their peers. (2) Recommendation: Senior raters should use hard enumerations and avoid percentages that are not linked to hard figures ( top 10% of 13 SF Cs which equates to ). Furthermore, hard enumerations, such as #1 of 3 Platoon Sergeants, in a small senior rater population does not instantly identify those NCOs with the best potential. A complete file with multiple hard enumerated NCOERs over time and throughout several units clearly identified to the board members those NCOs that were best qualified for promotion.

6 D. The Noncommissioned Officer Evaluation Report (NCOER). (1) Discussion: The NCOER continues to be one of the most significant ways a promotion board evaluates performance and potential. The board recognized numerous NCOERs that appeared to have inconsistencies between the rater and senior rater ( rater identifies the NCO as fully capable and the senior rater identifies the NCO as one of the best in 20 years of service). Several "far exceeded standard" ratings were not justified by the associated comments. Also, the experience of senior raters often had an impact on evaluations. For example, numerous company grade senior rater block checks did not reflect the respective senior rater narrative.

7 (2) Recommendation: Raters and senior raters should put more effort into writing the NCOER. Enumerations for the new NCO ER should be up front ( my #1 of 10 SFCs that I senior rate). Leaders should ensure the entire rating chain has a good 2 AHRC-PDV-S SUBJECT: Field After Action Report - Fiscal Year 2017 (FY17) Regular army (RA) and army Reserve Active Guard Reserve (AGR) Master Sergeant (MSG) Promotion and Sergeant First Class (SFC) Qualitative Service Program (QSP) Boards understanding of the new NCOER. Honest assessments and feedback from the rater and senior rater are paramount to the effectiveness of the NCOER. e. Education and Certification.

8 (1) Discussion: NCOs pursuing higher levels of civilian education and technical certifications were viewed favorably by the board members. NCOs not taking advantage of educational opportunities and those who allowed technical certifications to expire were viewed less favorably by the board members. (2) Recommendation: Leaders and NCOs should keep abreast of their professional certifications to ensure they remain current. Also, NCOs should seek higher level education at every chance possible. f. DEPARTMENT of the army (DA) Photo - Uniform. (1) Discussion: Several NCOs awards and decorations did not match their ERB. board members identified violations of AR 670-1 in regards to the proper wear of awards and badges to include branch and army insignia reversed, ribbons physically missing from the rack, and recent awards not updated.

9 (2) Recommendation: Prior to taking their DA Photo, NCOs should have their supervisors inspect their uniform. It is advisable to have a supervisor or senior NCO present at the photo lab while getting a DA Photo. g. Healthy balance for NCO career development. (1) Discussion: board members consistently noted few NCOs maintained a healthy balance across the spectrum of leadership positions, fitness, education, professional associations, and professional development. (2) Recommendation: NCOs and their leaders should focus on developing a well-rounded Soldier throughout the continuum of their careers. Follow the recommendations/guidance of DA PAM 600-25 ( army Career Tracker) to ensure there are not glaring weaknesses developing in areas of critical importance.

10 Soldiers should maintain focus on MOS competency and fitness, but never lose sight of the importance of education and professional development. 3 AHRC-PDV-S SUBJECT: Field After Action Report-Fiscal Year 2017 (FY17) Regular army (RA) and army Reserve Active Guard Reserve (AGR) Master Sergeant (MSG) Promotion and Sergeant First Class (SFC) Qualitative Service Program (QSP) Boards 4. Conclusion or general comments. The most competitive candidates for selection had outstanding performance and demonstrated potential in various leadership and high demanding positions. This coupled with high physical fitness scores and continued military/civilian education ensured the best qualified NCOs were selected.