fitness reports and selection boards
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Fitness Reports and Selection Boards. “What you need to know to write evaluations that will get your personnel promoted” CDR Ralph T. Soule. Background. Based on Senior member on ED FY01LCDR Selection Board - PowerPoint PPT PresentationTRANSCRIPT
Fitness Reports and Selection Boards
“What you need to know to write evaluations that will get your personnel promoted”
CDR Ralph T. Soule
Background• Based on Senior member on ED FY01LCDR Selection
Board– Good individuals were hurt by apparent lack of familiarity with
the new FITREP system and/or planning by the CO.– Even with 95% selection, it was a tough job to leave quality
folks on table.• Assembled fitrep writing suggestions
– Collected lessons learned from BUPERS/other Communities– Collected comments from various flag officers & captains
• Hope to help all understand how the system works– Understand the OSR/PSR & how it is used on boards– Recommend that you volunteer for a selection board– Learn Competition strategies to get best people promoted– DEVELOP PLAN FOR WRITING FITREPS
Learning Objectives• Understand the Selection Board process in
order to write a better fitrep.
• Understand the importance of a fitrep-writing strategy to help promote those you think should be promoted.
• Understand significance of ‘Reporting Senior’s Average’ and the hidden dangers of not knowing this average.
• Identify ‘Do’s and Don’ts’ of Fitrep writing
Preview of Brief• Fitness Report System
– Develop a FITREP grading strategy for tour /career– Importance and pitfalls of Reporting Senior’s Average– Fitrep Keys– Fitness Reports and “Confidence Building”
• Billets/Jobs assigned• Numerical Grades and Averages• Recommendations for Promotion• Narratives
• The Selection Board process • Selection Board and Fitness Report Takeaways
Fitness Report Keys• A FITREP is the single most important document that
will cross your desk– It determines the fate of your subordinates
– Write it as your memo to the selection board on whether the individual should be promoted.
• “It should not be written as a counseling tool”
– Keep fitreps timely but labor over them (invest in your people)– Stay current on the NAVADMINS
• Did you know that there are now unlimited MPs for O-3’s? • What message is sent if you mark one O-3 as “P”?• All NAVADMINs can be found at www.persnet.navy.mil
6
Reporting Senior’s Special Charge
• Accountable to:
– Navy for frank assessment
– Officer for frank assessment
• Why should anyone have to draft his/her own FITREP?
• You must go eyeball to eyeball and explain yourself
• You owe each candidate a record review
• Work on Plan B BEFORE the selection board
• Be honest
• Have a plan for each ratee
• Fratricide is not in the best interest of the Navy
7
Getting Started
• Do regular counseling session with personnel– You must do this to know what they are doing
so you can evaluate– Take notes
• Schedule a time to discuss fitrep– Do not let them write it– Consider what you think the 3 bullets should be– Discuss bullet with individual, get their input
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Getting Started
• Based solely on performance during the rating period, rank your personnel.
• With brutal honesty, answer the question: Should this person be promoted to the next grade?
• Determine when pers will zone to next grade. • How many opportunities will you have to rate
each individual? What ranking was the last fitrep?• Seek input from key players.• Determine final ranking.
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Fitrep Approach
• Officer’s writing evals need to develop a strategy for their tour, for writing FITREPs, and especially for grading.– Without a strategy, you can hurt the flexibility you should
have in the future to help those you really want promoted.– You owe it to your future subordinates– You need to know promotion zones, who is up for promotion
at your command, and who is just below zone that could unexpectedly be drawn in to zone
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Soule Strategy
• Determine relative ranking in group– Consider who is eligible for promotion– Consider the “plan” for this person
• Write the verbiage
• Assign grades (easiest part)
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Effective Fitrep Checklist
• Intro paragraph(major accolades, breakout (peer ranking))• Some details of leadership, supervisory and management
accomplishments• Evidence candidate is ready to accept increased
responsibility• Professional expertise, qualifications, and outside rate
involvement• Personal achievements (SOQ, SOY, etc.)• Off-duty education, and community service, particularly if
it helps the Navy• Wrap-up paragraph to emphasize overall highlights,
ranking (if not covered in intro paragraph), and recommendations.
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Ranking Strategy
• Pattern of performance has a major visual impact– Grade trends, improving, decreasing or erratic speak strongly– Successive improving FITREPs by same senior very helpful– Repeated marks by same senior (good or bad) have heavier
weight than single data point
• Ranking Amongst Their Peers – Strongest indicator of performance– Look for creative break-outs to reinforce the grades; “My NR 1
CDO/IWO/Ship Sup”– If mandatory distribution requires nod to one of two equal
performers…put them both above your average and use the narrative for the lower performance recommendation (MP) to break him out as identical to the EP
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Ranking Strategy
• No such thing as a “fleet average”…it is the Reporting Senior’s Average that matters!
• Don’t inflate your grades early in your career…learn to use the system
• Start low to provide flexibility– Your first Fitrep grade ever written IS your average…it
CANNOT be viewed as bad. (Key is in the words)• Bad Example: 1st Fitrep written was a 1 of 1, @ 4.83 average, • Leaves little room to show progress! (must get a 5.0 next time)• Hurts future subordinates who must get a 5.0 to excel
– Even a 3.0 Fitrep written as your first (your average), if supported by a strong narrative, will help get your person promoted.
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Ranking Strategy
• Work a strategic fitrep plan for your tour and career to slowly increase grades and move promotion recommendations to right for strong performers (P >MP>EP)
• May be worth giving lower than CO average for first fitrep if only onboard for a short time. (1-4 months) – Lower grade will help to keep you average down without
hurting the individual. (Words can further mitigate)– Visual jump of grades & promotion recommendation sends a
very strong message to the board.– How long will you/they be there, to play out the strategy?
• You can slowly allow your average to increase in order to:– Help those you want promoted to break out from pack– Show progress and improvement
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Effective NarrativesStrong Opening:
“Ranked 1 of 10 hand picked active duty officers.”
Strong Bullets Describing Accomplishments and Potential
Strong Closing & Recommendation:
“He has my strongest endorsement and recommendation for becoming a Program Manager or Shore Commander. In addition, he has earned my strongest possible recommendation for accelerated promotion to captain, now.”
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Effective Narratives
• Narrative should be comprised of three components, broken out with “white space”:– Ranking - Most of ED Fitreps fall into the 1 of 1 category.
Use soft breakouts.– Bullets - Validate the billet filled and note highlights while
emphasizing brevity. Be specific with results/numbers.• Must comment on retention, development of personnel (one full
bullet)
– Recommendations - specific recommendations for follow-on jobs or promotions.
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• Bullets: – Quality of contributions
– Character and extent of leadership skills
– Ability to assume increased responsibility
– Span of control, people supervised/$
• Record generally competitive if it shows:– Consistent growth
– Professional development
– Positive trends
Effective Narratives
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Fitrep Writing Advice
• Narrative:– Impact to the fleet of individuals’ performance.– Future potential to Navy/Community.– Write the report for the briefer of the officer’s record at
a selection board.– Adjectives: strong, mediocre, weak - what is message
you are sending?• Don’t “engineer” fitness reports.
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• Do include ranking and recommendations for your top performers in the write up: – “My Number 1 of 4 Department Heads”– “Most capable Program Manager”– “My best waterfront ship superintendent”– “Ranks 3 of 15 Lieutenant Commanders assigned, regardless of
designator.• Do use explanatory comments for breakout
– “Ranked Must Promote only because he is compared against the XO”
– “He is being ranked against three senior Department Heads”– “Indistinguishable from my number 1except for seniority.”– “Ranked number 2 against very senior competition.”– “ Read this carefully…the rules force me to make him only a
Must Promote. He is an Early Promote! He is rated against another O-X who I anticipate will be promoted. Joe’s turn is next. Joe would truly be number one in any other setting.”
Effective Narratives
Do’s
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• Do soft breakouts– “Although 1 of 1, he would continue to be EP if rated against
all my Lieutenants.”– “He is the strongest leader for a Lieutenant Commander that I
have seen in 20 years of service.” • Do provide breakout verbiage for detaching Fitreps • Do make the hard call on who should be promoted and
who should not.– Otherwise you leave it to how the Board interprets it
• Do highlight accomplishments to make potential “glow”– Paint picture that they are ready for job with greater
responsibility or already performing at level of the next rank
Effective Narratives Do’s
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Effective Narratives Do’s
• Provide powerful write-up with written recommendation• Use space between written recommendations and body of text
to set off most important statements, but don’t leave a lot of white space.
• Help distinguish their performance from others.• Describe what makes them ready for the next rank?• Leave no doubt in a selection board’s mind what you are
trying to say• Do comment on “false declines”
– 6 officers allows 2EPs – 5 officers only allows 1 EP
• Comment on those that were “just out of the hunt” for that Early Promote or if forced distribution did not allow you to mark all your Early Promotes
• Avoid not observed fitreps for long periods
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Effective Narratives Don’ts
• Don’t make the board guess...tell the board/briefer what they did and why - Say what you mean.
• Don’t avoid the hard call for those who should not be promoted
• Don’t write them like sympathy cards• Don’t just quote facts: ‘Supervised X, Managed $Y”,
discuss impact, contribution and mission.• Don’t write it as a counseling sheet…write to the
briefer (your marketeer) on the board to explain why ready for next rank
• Don’t be humble ! – Temper modesty with need for justified recognition.
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Effective Narratives Don’ts
Avoid Replace With“several complex … items” Specific jobs
“uncanny patience” Do not use
“responsible for coordinating”
Coordinated
“reputation for” What he did/does
“in a meticulous manner” Meticulously (if you must)
First Class Petty Officers E6s
Leading Petty Officers LPOs
• Phrases to avoid
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Effective Narratives Don’ts
Avoid Replace WithEnlisted Surface Warfare Specialist
ESWS
“CPO X is a natural leader” Specify how good
“Significantly contributed to…”
Coordinated
“diversity” Do not use unless you can explain
“system expert program that is model for dept/ship”
Be specific about why it is good/key features
“reduced X by 25%” Specify how, what he did
“effortlessly led” “flawlessly led”
• Phrases to avoid
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Effective Narratives Don’ts
Avoid Replace With“selected from the department to be”
“Hand-selected” and why
• Phrases to avoid
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Effective Narratives Don’ts
• Don’t use FITREP bullets like: (Unless you are sending a message)
– “Volunteered to act as the liaison officer between two competing squadrons for limited parking”.
– “Flawlessly managed the medical records of 19 Detachment personnel.”
– “He would be my EP if he met weight standards.”– “Edited Ship’s cruise book - finest I’ve seen.”– “The Clarence Darrow of Squadron legal officers.”– “Assisted in preparing for the ship’s Christmas party.”– “Contributed to the Navy’s efforts to thwart Y2K impact on
operations.”– “This officer supports Navy Core Values because his people
have not been to CO’s mast.”
Better to leave white space and help important bullets ‘stand-out’.
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Common Errors
• Typos, spelling errors
• Present tense (should use past tense when possible). Is/-ing okay, but not preferred
• Wordiness, not being concise– Filling all white space bad
• Not in bullet form, all bullets, no intro/closure (see format above)
Reporting Senior Cumulative Averages
• Combines all reports within pay grade (Active, Reserve, Line, Staff)
• Updated 90 days after end date of report• Cumulative from 1 JAN 97 by pay grade
regardless of Designator/Active/Reserve– Reporting seniors can lower their average as a group.
Document in each FITREP -- “grades lowered to correct high RSA”.
– However... Visual impact of lower grade than RSA very strong!
• Any grade change a Reporting Senior makes to one fitrep requires that all of the summary group fitreps be changed.
Reporting Senior Cumulative Averages
• Continually track your own RSA– WHY? Errors during input into EMPRS AND
rejection of some fitreps by BUPERS due to errors can skew your average and hurt your people.
• Personal experience: 2 of 4 fitreps I had signed had errors made during input & raised my average…would have hurt one of my people.
– Get your RS Cumulative Average from BUPERs NPC311
– Track your own RSA.• Very helpful Excel spreadsheet available on Persnet WebPage under
‘Services’ and ‘Reporting Senior Average Spreadsheet’ • Great to do ‘what if’ drills. (If I give this grade, what happens to my
RSA?)– All designators and Reserves included in paygrade
cumulative average.
Reporting Senior Cumulative Averages
• Comparison to your RS Average should be a topic of discussion during counseling.– NavAdmin 126/00: “ THE SUCCESS OF THIS NEW
SYSTEM IS DEPENDENT ON LEADERS MAKING THE HARD CHOICES AND THE DIFFICULT RESPONSIBILITY OF HONESTLY COUNSELING SUBORDINATES WHO ARE NOT "NUMBER ONE."
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Tracking Averages
REPORTING SENIOR CUMULATIVE AVERAGE
PAYGRADE (O3)
Date# of Reports
Total of Trait Ave Date
# of Reports
Total of Trait Ave
1/31/97 1 3.8 3.801/31/98 2 4 8.001/31/99 1 4.17 4.171/31/00 3 4.33 12.99
Total Reports: 7 Cum Ave 4.14
This Excel Spreadsheet to track RS Average can be found at www.persnet.navy.mil under ‘Services’
Has separate Worksheet for each paygrade
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2. Numerical Grades & Averages(Blocks 33-39)
• If you want an individual promoted he must be higher than reporting average for summary group AND higher than your Reporting Senior average (that paygrade)
• No throwaway grades, but lower grades in EO and/or MB understood by boards to help balance CO cumulative average
• Individual must stay consistent or better in every fitrep with same CO, while at same grade level
• Dips in grades after promotion or with new CO are understood
• Know your average! – Individuals have failed to select because CO’s unknowingly
gave grades less than their average (“message to board”)– Understand what current grades will do to your RSA
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3. Recommendation for Promotion
PromotionRecommendation
NOBSignificantProblems
Progressing PromotableMust
PromoteEarly
Promote42.INDIVIDUAL X43.SUMMARY 0 0 0 0 2 0
PromotionRecommendation
NOBSignificantProblems
Progressing PromotableMust
PromoteEarly
Promote42.INDIVIDUAL X43.SUMMARY 0 0 0 0 1 1
OR??
You have two superstars… …….which strategy would you select?
Two MPs will hurt both individuals. Break out one as EP and use words to mitigate the effect of an 2/2 MP.
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Negative Message
• Trend not moving to the right or staying in P/MP columns.
• Lieutenant in Promote category (when NAVADMIN allows unlimited MPs
• Giving lower trait averages on subsequent Fitreps.• Giving a lukewarm report after previous enthusiastic
report (same senior)• Not breaking out in verbiage as #1 in 1/1 Fitrep
(Detaching)• Not changing the words in a detaching Fitrep from the
previous, for a short duration (like for 100 days)
35
Negative Message
• Giving a Must Promote to a 1/1 Fitrep.• Putting two officers in MP category instead of on
EP and one MP.• Leaving Recommendation Block empty or
recommending for a lateral/equivalent position.• One 3.0 trait when average is 4.0 plus.
– Especially for Leadership
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FITREP Summary
• Purpose of FITREP is to determine promotability - NOT job report
• Peer group
• 1 of 1 versus racking and stacking
• Have a plan
• Avoid fratricide
• Do NOT, repeat do NOT game the system
• Make it clear where the individual ranks
• Make it clear how the individual is performing
• Concrete writeups - no flowering words not backed up by FACTS
• Recommend for next job
• Know your average and where the individual’s trait average shows
37
Selection Boards
• Types
– Statutory
– Non-statutory
• Either one works. It’s the principle of observation, execution, and revelation that’s important
• You can:
– Serve as board member
– Serve as a recorder
38
Communications With Selection Boards
• Only eligible officer may submit information to the board that is not part of the official record.– Must be in writing– May include endorsements or attachments from anyone– “Third party correspondence” sent directly to the board is returned to prevent
inclusion of material without officer’s knowledge
• May call board’s attention to any matter officer deems important. – Keep it succinct! – Focus on potential for filling key positions in future.– May not criticize or reflect on character, conduct or motive of any other officer
• Should you or shouldn’t you? 2 extremes / schools of thought.– Opportunity to market yourself– Use only as a last resort– A must for those passed over, otherwise it is interpreted as ’lack of interest’ if
you don’t.
39
Letters to the Board
• Letters to the Board can add value if they:– Provide additional information to the board not in record– Are short and succinct– ID something briefer would probably miss– Correct wrong info (i.e. awards, etc.)– Endorsement from a Flag Officer if strongly written– Are for your second look
• Letters to the Board may hurt you if they:– Unnecessarily call attention to something that may have been overlooked.
(DUI as an Ensign, etc.)– You tick off briefer with data overload & info easily seen in fitrep
• No letter from 1 time FOS (Failure of Selection) looked at as “not interested in your career”.
• If your people have a potential problem or concern, encourage them to seek counsel before they write.
40
Other Documentsused by a Selection Board
• Copies of late or missing reports
• Documents in response to board requests
– Copies of reports returned for correction
– Adverse reports in review process
– Messages
• Individual’s communication to selection board
Providing missing reports to a Selection Board may not get them into your official record.
41
OTHER COMMUNICATIONS
• Adverse comments from Board Member with personal knowledge of eligible– Not admissible unless found in record
• Supportive and positive (mitigating) information is admissible:– “That Reporting Senior is a real tough grader”– “That is an extremely difficult job”– “That ship was in a collision and the CO was
relieved during that period.”
42
Selection Board Dynamics
• Screen all records
• Above zone / Below zone??????
• Attention to under representation - no apologies
– Officer ethnic slide from detailers
– Minority projections from NAVPERS
• The superstars and non-performers are easy!!
• The “crunch zone” is hard!!
• Consider the odds for junior and middle executives
43
The Selection Process
Board Members vote on their confidence level for you to be selected.
Results computed and shown on screen as a Scattergram. Repeat process as needed - typically 2-4 times
– Subsequent briefers use different color pen– Vote until maximum number selected.
For those “below zone” - Vote is first whether to review record and brief. – OSR/PSR flashed ~ 15 Seconds/OSR without any markup– Number/percent for selection in Precept guidance– Required number of 100 votes is determined by majority vote
after all records are projected Board votes on final list of names.
44
Your Service Record• FICHE 1
– Latest photo – Fitreps and attachments– Medals, awards, citations
• FICHE 2– Education / academics– Qualifications / designations– Reserve status– Appointments, promotions, commissions
• FICHE 5– Adverse information,statements in reply– Extracts from courts / boards– Medical boards
THESE ARE THE 3 FICHE REVIEWED BY BRIEFER
FICHE 3 - Security investigations, clearances - Record of emergency data - Personal history statement
FICHE 4 - Orders
FICHE 6 - Enlisted record
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Fiche 5
• Not always negative
– Medical
– Junior officer antics
• Must always be noted at brief
• How to brief a fiche 5
– Your personal assessment
– Give best light but don’t pull punches
46
Record Review
• OSR
• FITREPS
• Special Qualifications
• Fiche 5
47
OSR Review
• Brief off the OSR
• LOOK at:– prior enlisted
– tickets
– awards
– fiche 5
– qualifications and timeliness thereof
– Service College selection
• GRADES, GRADES, GRADES– HOW DID THE OFFICER RANK vs HIS/HER PEERS????
– HOW DID THE OFFICER RANK vs REPORTING SR AVERAGE??
Actual Scattergram Format(Vote those to Tentatively Select
and those to Drop from further Consideration)
CRUNCH ZONE(Review & Brief Again)
• Promotion Boards revolve around a “confidence vote”– How confidant am I that the CO wanted this person promoted?– How confidant am I (as board member) that they should be
promoted? (Precept:“Best Qualified and Fully Qualified”)• Effective FITREPs give the board complete confidence
• conflicting grades or poorly written narratives DO NOT
• Four data points on the FITREP & PSR provide that “confidence”.1 Billet/Job groupings2 Performance grades vs. averages
• Individual average for reporting period• Summary Group Average• Reporting Senior Average
3 Promotion Recommendations 4 Comments (Block 41) in Narrative
FITREPs and Confidence Voting
Viewed by entire board
Viewed only by Briefer
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1. Billets / Jobs Assigned
(Viewed by Board / Described by Briefer)• Has the individual sought the competitive jobs?• Good Performance in competitive jobs is the
number one indicator• Were they “hand-selected” for the job?• More demanding jobs can lend weight• Employment of command during grading period
– Add contribution and results in Narrative for Combat Operations, Exercises, Major Inspections, etc.
51
2. FITREPS
• Look for:– breakouts– flag ticks– improvement under same reporting senior– personality conflicts– minority officer “underachievement”
• Key items:– HOW DID THE OFFICER PERFORM??– HOW DOES THE OFFICER DO IN HIS/HER PEER GROUP– WHAT IS THE OFFICER RECOMMENDED FOR– RACKING– TRAIT AVERAGE
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• Boards search for the “best fitted”
• If you are among the best, your record
should show it!
• It may not be perfect but it is fair
• You are in charge of your record
Some Important “Truths”
THERE ARE MORE WELL-QUALIFIED OFFICERS, THAN VACANCIES
Performance Summary ReportNAME (LAST, FIRST MIDDLE) DESIG/RATE
1110
SSN987-65-4321 PAGE 2 OF 2
SMITH, JAMES N.
X0 0 5 3 3
RG
RG
RG
RG
RG
RG
RG
RG
RG
RG
2404.90
414.19
594.25
54.33
1 3 3
2 5
3 4
06
06
06 CO
DIRTRNG
DIRTRNG
DIRTRNG
0 0 1 1 1X
5.005.00
4.294.00
4.714.71
4.574.13
X 0 0 0 0 1
0 0
0 0 0
0 0 0
03
03
03
03
03
04
04
04
04
04
SWOSCOLCOM
SWOSCOLCOM
SWOSCOLCOM
PONCELPD-20
DUTY
ENG
ENG
ENG
ENG
ENG
INST
INST
INST
INST
XO
JONES DA
JONES DA
DOE JQ
DOE JQ
DOE JQ
TEACHER IM
TEACHER IM
MILLER WB
MILLER WB
JACKSON WB
DATES
960201970131
970201970713
970714980131
980201990131
990201990604
990605991031
991101000327
000328001031
001101010414
010415011031
REPORTING SENIOR TRAITS PROMOTION REC
SP PR P MP EP1 2 3 4 5
X 0 0 2 1 1
X 0 0 2 1 1
X0 0 2 2 2
X 0 0 3 2 2
X 0 0 0 0 1
X0 0 5 3 3
RPTTYPE
64.10
124.10
164.40
284.53
384.75
1734.83
0 0 2 4 1
1 4 2
4 3
4 3
2 5
7
7
PG TITLE
04
04
05
05
05
06
06
CO
CO
CO
CO
CO
DIRTRNG
AVERAGES RPT CUM
0 1 5 3 3 X
3.864.22
4.143.92
4.434.40
4.434.60
4.714.71
5.004.71
0 0
0 0 0
0 0 0
0 0 0
0 0 0 0
0 0 0 0
PG STATION
WARRIORMCM-25
WARRIORMCM-25
WHIDBEY ISLLSD-55
WHIDBEY ISLLSD-55
WHIDBEY ISLLSD-55
SWOSCOLCOM
NAME
MOS
12
05
07
12
04
05
05
07
06
06
INDIVIDUALTRAIT AVERAGE
4.29
REPORTING SENIOR CUMULATIVE AVERAGE
FOR ALL ALL DESIGNATORS THAT GRADE
41
4.19
SUMMARY GROUPTRAIT AVERAGE
4.00
TOTAL NUMBER OF FITREPs SIGNED FOR ALL
DESIGNATORS, THATMAKE UP RSA
Sample OSR Cover Sheet(With Briefer’s Notes and Grades)
Sample Page of OSR(With Briefer Notes - Old FITREP System)
Sample PSR(With Briefer Notes - New FITREP System)
57
Marked Up OSR
58
59
60
61
62
63
64
FITREP Tenets
• Reporting senior totally responsible and accountable to your officers and the system
• Be honest at all times
• Give benefit of the doubt
• If can’t rack (1 of 1), compare to the peer group - “the best ED LCDR in NAVSEA” even though I only have one working for me.
• Have a plan for your average, and watch it carefully
• Make sure a future flag officer’s FITREP shows it
• GIVE THE BOARD MEMBERS CLUES - they are NOT superhuman!!!!
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Changes to FITREP Instruction (BUPERSINST 1610.10)
• Deletes onerous block references
• Strikes PRT Outstanding from consideration for Military Bearing/Character (Block 35)
• Adds requirement to comment on officer’s stewardship of human resources
• Adds requirement and revises form for trait average vs group average for peer group
66
Summary
• You need to have a strategic Fitrep plan• You must know and track your cumulative average• You MUST invest time for your people’s
advancement. • You must have powerful write-ups with written
recommendation if you want person to be selected. • You must breakout your top 1/3 - 1/2
– with grades above your Reporting Senior Average– with comparisons in the write-up – or you will hurt them in the long run.
• Fitreps are memos to the board, not counseling tools
Summary• Fitness Report System and the OSR/PSR
– Lessons Learned– Know what the NAVADMINs allow & require– Common causes for Fitness Report rejections– Develop a FITREP grading strategy for tour /career– Importance and pitfalls of Reporting Senior’s Average– Fitness Reports and “Confidence Building”
• Billets/Jobs assigned• Numerical Grades and Averages• Recommendations for Promotion• Block 41 Narratives
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What did you learn?
• Best way to learn how to write FITREPS is to be on selection board
• Some of our toughest officers “wimped out” when it came to FITREPS
• If the board can’t tell how you ranked your officers, you have failed the Navy and your officers
• Take responsibility
• Mentor, mentor, mentor, then counsel……
• Do not ostracize non-selects
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Counseling
• Counseling is:– Career path guidance– Type of duty advice– Training guidance– Coaching professional development – Providing constructive criticism– Performance appraisal, advice– Showing genuine interest
70
Counseling
• Counseling steps:– Identify their strengths – Identify their weaknesses /areas to work on– Identify some goals for them to work on– How can I enable them?
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Counseling is not:– Detailing
– Discouraging comments
– Writing FITREPs
Counseling
72
• Schedule luncheons/counseling opportunities when Flags visit
• Make time to talk to new officers
• Talk to your Junior Personnel on a regular basis about their careers in addition to their jobs
Mentoring AdviceMentoring Advice
73
Backup Slides
74
Fitness Report System• Requirement based in Navy Regulations
– Continuous coverage from commissioning to separation .• Currently serves > 100,000 officers (active and
inactive)• Over 250,000 reports received in NMPC annually.
– About 20%-30% contain fatal errors.• Processing:
– Reports are examined block by block for technical correctness.
– Copied to master database which becomes Performance Summary Record (PSR).
– Record copy scanned and filed; permanent microfiche record is now digitized
– Process takes about five days; receipt to filing.• Only BCNR can remove material once in record
Navy Performance Evaluation and Counseling Manual
• BUPERSINST 1610.10 of 2 August 1995• Seven Key Changes
• NAVOP 043/95• NAVADMIN 049/97• NAVADMIN 175/98• NAVADMIN 239/98• NAVADMIN 276/98 • NAVADMIN 050/99• NAVADMIN 298/99
All NAVADMINs can be found at www.persnet.navy.mil
Significant changes have occurred that
you need to be aware of in order to avoid hurting
your people
Changes
• NAVOP 043/95 - ADM Boorda’s response to initial feedback– Allows up to two traits, excluding Equal Opportunity, to
be assessed as Progressing (2.0) and still maintain an overall Evaluation and Recommendation of Promotable.
– A Promotable Recommendation may not be assigned with any trait graded 1.0
– Physical Readiness. Member failing most recent PRT can not receive any higher than 2.0 in Military Bearing and can not receive any higher promotion Recommendation than Promotable.
Changes
• NAVADMIN 049/97 - – One time freeze of Reporting Senior Cumulative
Average 1 Jan 96 - 31 Dec 96 (Info displayed)– Detachment of Reporting Senior Reports optional
E1 - E9– Expanded comments section, Ranking of officers
is now authorized in narrative.– NOB with comments for active duty for training of
more than 10 days and less than 90 days– Sub-category authorized for personnel Retiring,
going to the Fleet Reserve or Resigning their commission
Changes
• NAVADMIN 175/98 - Move to Millington & admin issues.– Disks are no longer required to be submitted with
the hard copy reports.– Unsigned Advanced Copy Reports that are
“Certified” by the Reporting Senior that the member has been provided a copy will now be accepted. Reporting Senior must certify in the member’s signature block by writing the words, in black ink, “Certified, Copy Provided”. Adverse reports that are “Certified” will not be accepted.
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Changes• NAVADMIN 239/98
– Changed semiannual FITREPS and Evaluation Reports to Annual. The reporting requirements for E1 to E4, W1-W2 and O1-O2 are:
Officers (Active) Officers (TAR/Inactive) Enlisted (All)O1 - May O1 - September E1/2/3 - JulyO2 - February O2 - September E4 - JuneW1-W2 - September W1-W2 - March
– Mid-term Counseling for the above: Officers (Active) Officers (TAR/Inactive) Enlisted (All)O1 - November O1 - March E1/2/3 - JanuaryO2 - August O2 - March E4 - DecemberW1-W2 - March W1-W2 - September
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Changes
• NAVADMIN 276/98 – Forced ranking of junior officers has been a major concern voiced
by senior officers and reporting seniors since the new Performance Evaluation System went into effect.
– A mark of “Promotable” was perceived as disenfranchising junior officers, shifting their focus from earning warfare qualifications to competing with peers.
– Our leadership concerned that early competition in the initial period of officer development is counterproductive and not in the best interest of the Navy.
– Effective immediately:• All Active/TAR/Inactive O1/O2 personnel (including LDOs)
can receive a promotion recommendation no higher than “Promotable”. There are no limits on trait grades.
• All Active/TAR/Inactive O3 personnel (including LDOs) no limit on “Must Promotes”.
Changes• NAVADMIN 050/99
– Now mandatory that all members who have an “Approved” (Approved meaning orders in hand) Resignation/Retirement/Fleet Reserve request shall be placed in a separate subcategory.
– Submission of a closeout evaluation for E1
through E5 personnel at the time they are frocked
or advanced is no longer required.
Changes• NAVADMIN 298/99 -
– No required Military Bearing mark at time of first PRT failure during career
– Second with-in career, Military Bearing no more than 3.0. Promotion recommendation up to reporting senior
– Third failure in a 4 year period, no more than a 1.0 in Military Bearing and “Significant Problem”
• Must pass three consecutive PRTs to be recommended again for advancement and retention
– Those who currently have three failures in a four year period, will carry no more than the two most recent failures into the post-moratorium period.
– New, more challenging standards established – Maximum body fat standards will be age-adjusted– All age groups will be tested
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NAVADMIN 126/001520005Z May 00
• 1. THE NEW PERFORMANCE EVALUATION SYSTEM, NOW FOUR YEARS OLD, IS PROVING TO BE VERY SUCCESSFUL IN ALLOWING OFFICER AND ENLISTED SELECTION BOARDS TO BETTER SELECT THE "MOST QUALIFIED" PEOPLE FOR PROMOTION. THE SUCCESS OF THIS NEW SYSTEM IS DEPENDENT ON LEADERS MAKING THE HARD CHOICES AND THE DIFFICULT RESPONSIBILITY OF HONESTLY COUNSELING SUBORDINATES WHO ARE NOT "NUMBER ONE."
• 2. OFFICER AND ENLISTED REPORTS THAT ARE SUBMITTED WITH ERRORS, EVEN IF SUBMITTED WITH ERRORS IN AN EFFORT TO "HELP" SUBORDINATES, ARE REJECTED AND RETURNED TO REPORTING SENIOR, WITH COPY TO ISIC. UNFORTUNATELY, ONE OUT OF FIVE (21 PERCENT) PERFORMANCE REPORTS ARE REJECTED DUE TO PROCEDURAL ERRORS. REJECTED REPORTS HAVE A MAJOR IMPACT ON REPORTING SENIOR CUMULATIVE AVERAGES SINCE ONLY ACCEPTED REPORTS ARE USED TO UPDATE AVERAGES.
• 3. NOT ONLY CAN INCORRECT REPORTS SKEW THE CUMULATIVE AVERAGES, INCORRECT REPORTS THAT ARE REJECTED AND NOT REPLACED IN TIME FOR A SELECTION BOARD CAUSE GAPS IN CAREER EVALUATION. THIS MAKES THE SELECTION PROCESS DIFFICULT AND IS NOT FAIR TO OUR PEOPLE. REQUESTS FOR SPECIAL SELECTION BOARDS HAVE BEEN ON THE RISE, BUT THE FACT THAT A FITNESS REPORT OR EVALUATION IS MISSING FROM A RECORD DOES NOT NECESSARILY QUALIFY AN INDIVIDUAL FOR A SPECIAL SELECTION BOARD. ALTHOUGH REF A CLEARLY STATES THAT ALL PERSONNEL ARE RESPONSIBLE FOR THE ACCURACY AND COMPLETENESS OF THEIR RECORD WHEN IT IS PRESENTED TO A PROMOTION SELECTION BOARD, OUR GOAL SHOULD BE FOR OUR SUBORDINATES TO FIND NO MISTAKES IN THEIR REPORTS.
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NAVADMIN 126/001520005Z May 00 (Cont.)
• 4. IN AN EFFORT TO IMPROVE THIS SITUATION, HERE ARE THE TOP THREE REASONS REPORTS ARE BEING REJECTED:
– A. NON-COMPLIANCE. REPORTING SENIORS NON-COMPLIANCE WITH REF A IS THE NUMBER ONE REASON REPORTS ARE BEING REJECTED. REPORTS IN THIS CATEGORY ARE DEFINED AS THOSE THAT EXCEED THE FORCED DISTRIBUTION LIMITS FOR EARLY AND MUST PROMOTE; A COMPETITIVE CATEGORY (SUMMARY GROUP) WITH A LARGE NUMBER OF PERSONNEL SPLIT INTO SMALLER GROUPS AND MAILED IN ON DIFFERENT DATES TO ATTEMPT TO GET MORE EARLY PROMOTES; AND HANDWRITTEN COMMENTS.
– B. INCOMPLETE SUMMARY GROUPS. ALL REPORTS WITHIN A SUMMARY GROUP MUST BE SUBMITTED TOGETHER IN ONE PACKAGE. IF NOT, THE FORCED DISTRIBUTION CANNOT BE VALIDATED. PACKAGES WITH INCOMPLETE SUMMARY GROUPS WILL BE RETURNED TO THE COMMAND WITHOUT ACTION FOR CONSOLIDATION AND RESUBMISSION.
– C. MISSING SIGNATURES FROM EITHER THE REPORTING SENIOR OR THE MEMBER. ALL REPORTS MUST HAVE THE SIGNATURE OF BOTH THE REPORTING SENIOR AND THE MEMBER OR, IF THE MEMBER IS UNAVAILABLE FOR SIGNATURE AND THE REPORT IS NOT ADVERSE, "CERTIFIED COPY PROVIDED" WRITTEN IN THE MEMBER'S SIGNATURE BLOCK.