LGBT Conference
22 February 2013
SO2 Officer Career Development / Future Plans
Major Zöe Murray AGC (RMP)
MS Mission
To manage the careers of Army officers and
soldiers in accordance with the needs of the
Army in Defence in order to sustain the
delivery of the required number of capable
and well motivated individuals.
The MS Triumvirate
Employees
(our people)
Career
Management
(CM)
Career
Managers
Employer
(Chain of Command 1st & 2nd RO)
MS Binding Principle
The needs of the Army must come first; those
of officers, soldiers and their families must
come a close second.
But to be worthy of its pre-eminence the Army
must be seen to give due consideration to the
best interests and preferences of each
individual officer and soldier.
The Environment
•
•
•
Defence Reform
•
Changes in the MOD
•
Changes in the DE&S
•
Implications of the JFC
Army 2020
•
An integrated force of 82k Regulars and 30K Reserves
•
Timing of the implementation of the new structure?
•
Redundancy – the programme and the consequences
•
Demand outstripping supply – rising demand for talent and experience
Career Development – ‘Project 21’
•
Changes flowing from the New Employment Model and A2020
•
New Career Fields, competencies and CM processes?
•
ROCC 2?
So what?
• Must continue to support current operations
• … and must deal with the consequences ... PUD
• There is uncertainty over structures, TACOS,
redundancy, the future …..
• There is a rising demand for talent and experience –
a concern that a small number of people spin faster
• Manpower supply is not meeting demand resulting
in increasing gapping
APC Response
Career Management Delivery
across Defence
CM
Secretariat
& ACA&I
Other Outputs
(eg FOI/DPA)
Army Personnel Centre
Army Career Management
MS Organisation
MS**
MS Hons
MS Gens
Col CM
Res
CM Policy
CM Ops
COS APC
Senior
Officers
Combat
DMS*
Command
Support
Combat
Support
APC Sp
CSS
AMS
MS’ Priorities

Support Operations:




Timely manning of the operational establishment
Effecting specialist capabilities, particularly C-IED and those that will
enable HERRICK transition
Support Army 2020 implementation including; the change of establishments
and their timely manning; the development of future career structures, CM
processes and education and training requirements
During the transition to Army 2020, manage the available manpower against
stated Army Manning Priorities

Effect the Army’s redundancy programme and manage the consequences

Improve the assurance of CM throughout the Army

Establish a fully efficient, effective and responsive APC with sufficient
resources, empowerment, agility and a culture of continuous improvement
Vital Ground
Trust in a fair, timely, responsive and
accountable Career Management system
Career Management Policy

The Approach

5 Work Strands – CM Policy

Project 21
The Approach
CM Enduring Principles
CM Policy Context
Precedent
Assured
Empowered
Compliant
Considerate
Objective
Affordable
(VfM)
Streamlined
Merit Based
TRUST Flexible
Shared Evidence Based
Responsibility
Open &
Transparent
Evidenced
Assured
CONOPS
Career Management Delivery
across Defence
CM
Secretariat
& ACA&I
Other Outputs
(eg FOI/DPA)
Army Personnel Centre
Manning
Promotion
Career
Development
Succession
Planning
Army Career Management
CM Policy Work Strands

Shared Career Management

Process Improvement

Management of Information

Training & Education

Assurance

Talent Management
CM Policy Work Strands

Shared Career Management

Process Improvement

Management of Information

Training & Education

Assurance
Empowered
Affordable
(VfM)
Evidenced
Streamlined
Assured
CM Policy Work Strands

Shared Career Management
Empowered

Process Improvement

Combined Boarding

RCMO Training

Review of Army Appraisal

Management of Information

Training & Education

Assurance
Affordable
(VfM)
Evidenced
Streamlined
Assured
CM Policy Work Strands



Shared Career
Management
Process Improvement
Empowered
Affordable
(VfM)
Streamlined
Management of
Information


Appraisal Tracking
Hierarchy of Doctrine

Training & Education

Assurance
Evidenced
Assured
CM Policy Work Strands

Shared Career
Management

Process Improvement

Management of Information

Training & Education


Affordable
(VfM)
Streamlined
RCMO Training


Empowered
Adjt Training
HR Training Package
Assurance
Evidenced
Assured
CM Policy Work Strands

Shared Career
Management

Process Improvement

Management of Information

Training & Education

Assurance
Empowered
Affordable
(VfM)
Evidenced
Streamlined
Assured
What are we working on?

Career Management ‘Training in a box’.

Unit CM Practice, Precedent & Rules (PP&R).



Defining end-to-end CM responsibilities (Including HR
Combat, MS Reps, RCMOs, Adjts, Bde G1)
AR Review 2 – Reserves, YOs ARs, Elevated Reporting
Review of current CM practices – Eg. Boarding: Can we
achieve greater standardisation?
Project 21
 Objective:
 Establish a career development framework (career
structures, management and individual training &
education) for Regular and Reserve personnel.
 To get to the end state:
 An integrated Army, comprising Regulars and
Reserves employed either on a full time or part time
basis, trained and educated to meet the demands of
their employment through the continuous provision of
the relevant knowledge, skills and experience
CM (Ops) Overview
Integrated Career Management

APC Restructuring integrates the Career
Management of Officers and Soldiers, both Regular
and Reserve

There is a central focus for delivery: CM (Ops)


MS4 (Lt Cols), MS5 (Capts and Majs), MS6
(Reserves), MS7 (Sldrs), Ops Cts, Occupational
Health, Demand/Liability and Referrals/Appeals
The Career Management Divisions are now
organised and aligned to the new Capability
Directorates
Career Management Divisions
DMS
CM Ops
Senior
Officers
Combat
RAC
Offr/Sldr
Reg/Res
Inf
Offr/Sldr
Reg/Res
Int Corps
Offr/Sldr
Reg/Res
RSignals
Offr/Sldr
Reg/Res
Combat
Service
Support
Combat
Support
Info
AGC
Offr/Sldr
Reg/Res
RA
Offr/Sldr
Reg/Res
RE
Offr/Sldr
Reg/Res
AAC
Offr/Sldr
Reg/Res
RAPTC
Sldr
Reg/Res
RLC
Offr/Sldr
Reg/Res
AMS
REME
Offr/Sldr
Reg/Res
Appraisal Reports
Delivered to you as Employees, Employers and Career Managers
AR Fundamentals
•
•
•
•
•
•
•
•
Lifeblood of CM Process
Appraisal Process – 3 distinct stages:
SMART Objectives
MPAR – Mandatory Requirement:
Fair, honest, accurate and timely OJAR/SJAR
Over grading
Over recommending
Ensure that that report writing is joined up
• Narrative must support OPG
• Narrative must support recommendation
• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time
• Report writing skills
AR Fundamentals
•
•
•
•
•
•
•
•
Lifeblood of CM Process
Appraisal Process – 3 distinct stages:
SMART Objectives
MPAR – Mandatory Requirement:
Fair, honest, accurate and timely OJAR/SJAR
Over grading
Over recommending
Ensure that that report writing is joined up
• Narrative must support OPG
• Narrative must support recommendation
• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time
• Report writing skills
Objectives

Specific

Measurable

Achievable

Relevant

Timely


“Ensure that the troop has achieved a 100% pass
rate on BPFA, ACFT and APWT and 90% on all other
MATTs before pre BATUS leave in June….”

Is more meaningful than “Prepare for BATUS”
If/when achieved, good objectives improve the unit, or
the unit’s outputs
AR Fundamentals
•
•
•
•
•
•
•
•
Lifeblood of CM Process
Appraisal Process – 3 distinct stages:
SMART Objectives
MPAR – Mandatory Requirement:
Fair, honest, accurate and timely OJAR/SJAR
Over grading
Over recommending
Ensure that that report writing is joined up
• Narrative must support OPG
• Narrative must support recommendation
• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time
• Report writing skills
Nothing more than coaching
First capped 2000
Clive Woodward; “Tackling is adequate. Go
away and get lighter feet, better angles/lines of
running, speed off the mark, sustained pace,
kicking game and passing off left hand”
“On My Knees”, Stephen Jones, Mainstream Publishing 2004
2003
MPAR

Mandatory

Ideally mid-year, certainly between the 1/3 and 2/3 points (ie 4
and 8 months in a 12 month cycle)

RO must have had sufficient time to make an adequate
assessment

Subject must have sufficient time to make improvements that
are highlighted in the MPAR

If the subject falls short of the expected standards after the
MPAR, any number of additional MPARs can be conducted

1 RO should always discuss MPAR with 2 RO before delivery, in
order to ensure balance

Better to avoid mentioning specific gradings at the MPAR stage,
as it limits room for manoeuvre later on

RO should give a written MPAR to the subject, and retain one
for themselves for 12 months after the actual AR is delivered

Date of MPAR must be recorded on AR
MPAR
Objective
Manage and control all
accounts on charge in
accordance with current
regulations, ensuring that
they pass the LSI (May 11)
and ECI (Aug 11)
Complete the CQMS course
before Dec 11, gaining as
high a mark as possible
As a WR platoon Sgt,
ensure the best possible
performance from the
platoon on this year’s
BATUS
Fully prepare for RMAS
Instructor Cadre, which
begins Feb 12
MPAR
Objective
Subject’s Comments
Manage and control all
accounts on charge in
accordance with current
regulations, ensuring that
they pass the LSI (May 11)
and ECI (Aug 11)
2 x veh were out of date for
Comds’ Functional Testing on
the day before the ECI, but this
was rectified during the night
and all vehicles passed with a
GREEN
Complete the CQMS course
before Dec 11, gaining as
high a mark as possible
B gained on the course,
although with more preparation
time I feel I could have done
better
As a WR platoon Sgt,
ensure the best possible
performance from the
platoon on this year’s
BATUS
3 soldiers and 1 x comd were
RTU from BATUS in the first
week due to medical reasons,
which meant we did worse than
we hoped. Otherwise a good
performance from the platoon
Fully prepare for RMAS
Instructor Cadre, which
begins Feb 12
First Aid Instr, NBC Instr and
Drill course are complete, and I
have bid for the football
coaches course for Jan
RO’s Comments
MPAR
Objective
Subject’s Comments
Manage and control all
accounts on charge in
accordance with current
regulations, ensuring that
they pass the LSI (May 11)
and ECI (Aug 11)
2 x veh were out of date for
Comds’ Functional Testing on
the day before the ECI, but this
was rectified during the night
and all vehicles passed with a
GREEN
Well done on achieving
GREEN, and I am impressed
that you are prepared to
work long hours to achieve
objectives
Complete the CQMS course
before Dec 11, gaining as
high a mark as possible
B gained on the course,
although with more preparation
time I feel I could have done
better
Objective met, well done
As a WR platoon Sgt,
ensure the best possible
performance from the
platoon on this year’s
BATUS
3 soldiers and 1 x comd were
RTU from BATUS in the first
week due to medical reasons,
which meant we did worse than
we hoped. Otherwise a good
performance from the platoon
I am informed that 2 of these
cases were known about
before we went to Canada.
Had I been informed, I may
have been able to do
something. Please try to look
further ahead in the second
half of the year
Fully prepare for RMAS
Instructor Cadre, which
begins Feb 12
First Aid Instr, NBC Instr and
Drill course are complete, and I
have bid for the football
coaches course for Jan
Well done on bidding for the
extra courses, and good luck
on the cadre
RO’s Comments
Effects

Honesty

New information

Makes writing the final report much easier

Ownership

If good objectives make your organisation better,
good MPARs make your people better
MPAR Example (OF3 2012 E2)

Objective: Managing manpower transition for SDSR A2020 for organisation X

Feedback:

Room for improvement in 4 areas: (Paperwork evidence provided)


You allowed Maj X to “take over” the briefing to a wide external/internal audience in
Jul 12.

During this briefing there was a specific question on xxxx. Your answer was “I don’t
know what that means”

I spotted an error in the figures just before we submitted the paper, which you
should have picked up earlier

You appear to have ignored the direction to adjust policy in the case of Cpl Y
Therefore your performance against this objective has raised 2 impressions:

That you are happy for others to both do your work and claim your credit

That your approach to areas of difficulty is to ignore them and pray that no-one asks
questions

Both impressions create needless risk for you and your profile, so please address
these aspects of performance in the second half of the year

If I were writing your AR now, performance attributes would read as follows:

Ambition – too often content to be in the background

Professional Effectiveness – not 100% a master of detail

Reliability – not completely reliable
Officer’s Reaction
 Shocked at how candid and detailed this
MPAR is
 Cannot argue with any of the points
raised (evidence is all there)
 Similar to my most recent ARs, and now
I finally understand how I create the
impression that I do
 I wish I had had similar MPARs since
leaving tp/pl comd
AR Fundamentals
•
•
•
•
•
•
•
•
Lifeblood of CM Process
Appraisal Process – 3 distinct stages:
SMART Objectives
MPAR – Mandatory Requirement:
Fair, honest, accurate and timely OJAR/SJAR
Over grading
Over recommending
Ensure that that report writing is joined up
• Narrative must support OPG
• Narrative must support recommendation
• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time
• Report writing skills
Grades for Performance
A
A-
Performing to the highest standard in all respects.
Performing above the standard expected in all respects.
B+
Performing above the standard expected in most respects.
B
Performing to the standard expected in all respects.
B-
Performing to the standard expected in most respects.
C
Performing below the standard expected in most respects.
D
Performing below the standard expected in all respects.
IK
NA
Insufficient Knowledge.
Not Applicable.
AR Fundamentals
•
•
•
•
•
•
•
•
Lifeblood of CM Process
Appraisal Process – 3 distinct stages:
SMART Objectives
MPAR – Mandatory Requirement:
Fair, honest, accurate and timely OJAR/SJAR
Over grading
Over recommending
Ensure that that report writing is joined up
• Narrative must support OPG
• Narrative must support recommendation
• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time
• Report writing skills
OPGs
AR OPGs
•
Over-grading – The Facts:
A-
B+
B
≤B-
Brigadier
44%
54%
2%
0%
Colonel
26%
58%
16%
0%
Lieutenant Colonel
16%
57%
26%
1%
Major
9%
51%
37%
3%
Captain
6%
46%
44%
4%
Rank
Promotion Flow Rate: OF3-OF6
Year
OF3
OF4
OF5
OF6
(DE/LE)
(DE/LE)
(MB/Res)
(Type A/Other)
2013
471 (315/156) 250 (201/49)
90 (48/42)
25 (9/16)
2012
477 (301/176) 204 (166/38)
85 (44/41)
32 (11/21)
2011
451 (304/148) 184 (148/36)
57 (45/12)
22 (9/13)
2010
491 (321/170) 223 (184/39)
70 (48/22)
18 (9/9)
2009
519 (296/223) 245 (211/34)
76 (44/32)
32 (9/23)
Implications
 5% of Majors
actually “have the
legs to one-star”
OF6 – 25
27%
OF5 – 90 (34%)
OF4 – 260 (55%)
OF3 - 471
 Identifying the
real top third is
critical at every
rank
 Which means you
also have to
identify those who
are not in the top
third
 Middle or lower
third in the British
Army is still a
significantly high
standard
AR Fundamentals
•
•
•
•
•
•
•
•
Lifeblood of CM Process
Appraisal Process – 3 distinct stages:
SMART Objectives
MPAR – Mandatory Requirement:
Fair, honest, accurate and timely OJAR/SJAR
Over grading
Over recommending
Ensure that that report writing is joined up
• Narrative must support OPG
• Narrative must support recommendation
• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time
• Report writing skills
Promotion 1Up
AR Fundamentals
•
•
•
•
•
•
•
•
Lifeblood of CM Process
Appraisal Process – 3 distinct stages:
SMART Objectives
MPAR – Mandatory Requirement:
Fair, honest, accurate and timely OJAR/SJAR
Over grading
Over recommending
Ensure that that report writing is joined up
• Narrative must support OPG
• Narrative must support recommendation
• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time
• Report writing skills
What did the 2 RO do?

I have read both the 1 RO input and Subject Officer
comments and directed some changes to the initial
draft

Some outstanding work on XXXX and XXXX

A less proactive approach where he did not agree
with the direction of travel required by his CoC

Overall a B+, Dev, No
AR Fundamentals
•
•
•
•
•
•
•
•
Lifeblood of CM Process
Appraisal Process – 3 distinct stages:
SMART Objectives
MPAR – Mandatory Requirement:
Fair, honest, accurate and timely OJAR/SJAR
Over grading
Over recommending
Ensure that that report writing is joined up
• Narrative must support OPG
• Narrative must support recommendation
• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time
• Report writing skills
 High
 High
=
=
“Will certainly get there in time”
“Should promote downstream”

What does the RO really think of the subject
officer/soldier?

Does the RO lack courage?

“I know he/she was not up to it, but I wanted him/her to
have their day in court, and for the board to deliver the
unwelcome news”
AR Fundamentals
•
•
•
•
•
•
•
•
Lifeblood of CM Process
Appraisal Process – 3 distinct stages:
SMART Objectives
MPAR – Mandatory Requirement:
Fair, honest, accurate and timely OJAR/SJAR
Over grading
Over recommending
Ensure that that report writing is joined up
• Narrative must support OPG
• Narrative must support recommendation
• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time
• Report writing skills
Spot the error…

During this reporting period, Cpl xxxx has
been a xxxxxxxx Cpl, and has attended
CALFEX, MRX and WHG conversion.

As a man, Cpl Xxxxx is an intense, slightly
taciturn, but extremely likeable individual.
He has a gravitas and air of
professionalism about him which means
that his peers and subordinates gravitate
towards him; he responds well to this, and
will spend time with junior soldiers to help
them with their preparation for any aspect
of work. However, he sometimes lacks a
proper sense of balance between military
and family responsibilities. He clearly
adores his family and dotes on them; at
the same time, he is totally committed to
his army career. In December, the two
parts of his life got out of kilter and he
went AWOL. This is unacceptable for a
Cpl.
Cpl
xxxxx has enjoyed a
good reporting period, his
first in rank. The year has
been dominated by H12, and
for Cpl xxxxx this has
involved deploying to
Helmand Province as a xx
Cpl with the Viking Group.
He has done well in what has
been a very demanding and
exacting period of operations;
the Viking Group has
endured significant hardship
and leadership from the likes
of Cpl xxxx has been exactly
what was required. He still
has some way to go but he is
certainly developing well and
heading in the right direction.
How to be spectacularly consistent…..
AR Fundamentals
•
•
•
•
•
•
•
•
Lifeblood of CM Process
Appraisal Process – 3 distinct stages:
SMART Objectives
MPAR – Mandatory Requirement:
Fair, honest, accurate and timely OJAR/SJAR
Over grading
Over recommending
Ensure that that report writing is joined up
• Narrative must support OPG
• Narrative must support recommendation
• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time
• Report writing skills
Late Cpls ARs – Due as at 31 Jan 12
Cpl Statistics
Number
Percentage
Report Not Raised
2123
13.33%
Finalised
12525
78.65%
Admin
218
1.37%
1RO
416
2.61%
2RO
103
0.65%
3RO
2
0.01%
Approver
537
3.37%
Rank Total
15924
Late Majs ARs – Due as at 30 Jun 12
2010-11 SJAR - Late ARs
Example from one capbadge
MS Year 10 - 11 Late Reporting
250
200
150
As At Due Date
As At 1st Day of Board
100
50
0
WO2 WO1
SSgt WO2
Sgt SSgt
Cpl - Sgt
LCpl Cpl
Pte LCpl
So what: Significant improvement. Resources unsustainable.
AR Fundamentals
•
•
•
•
•
•
•
•
Lifeblood of CM Process
Appraisal Process – 3 distinct stages:
SMART Objectives
MPAR – Mandatory Requirement:
Fair, honest, accurate and timely OJAR/SJAR
Over grading
Over recommending
Ensure that that report writing is joined up
• Narrative must support OPG
• Narrative must support recommendation
• ROs input must be coordinated
• OJARs and SJARs must arrive at APC on time
• Report writing skills
History (Adjutant’s report 1988)
1RO
2RO

Officer graded EXCELLENT (= top third)

Very competent staff officer

Very strong on manning, professional,
enjoys the confidence of the sub-unit
commanders

I do not think he has ever had the
rapport with his CO which I would
expect

Guided the AIMI skilfully


Written work excellent; clear, brief and
inevitably to the point, displaying capacity
for analytical thought, breadth of vision
and imaginative and original ideas
Can be reluctant to accept responsibility
when things go wrong

I am unsure of his ability in the field

I have a suspicion that in the long term
he may prove to be a better staff officer
than a field commander

Middle third of candidates for staff
training

Verbal briefings clear and articulate

Well read and keenly interested in the
wider issues of his profession

Robust, assertive, bright approachable,
good sense of humour

Obstinate and occasionally lacks tact

Much potential, strong candidate for staff
training

Good potential to promote 2 ranks up (Lt
Col), both in command and on the staff
MS Nuances

Could

Should

Must
MS Nuances: Example 1
‘Captain Holmes sits just inside the top-third
of Captains in my Brigade. She could compete
for a routine Grade 2 staff post, and should
then be kept in the running for a deployable
sub-unit’.
MS Nuances: Example 2
‘Captain Holmes is firmly in the top third of
Captains in my Brigade. She should compete
strongly for a demanding Grade 2 staff post,
and has the ability to command an operational
sub-unit.’
MS Nuances: Example 3
‘Captain Holmes is one of the top 5 Captains
in my Brigade. She must undertake one of
the most demanding initial Grade 2 staff posts
and will command an operational sub-unit.’
MS Nuances

Understand what you are reading

If you choose to write in this manner, the board will
definitely understand your intent

You have a moral duty to ensure that the subject’s
understanding is equally clear

“could command a front-line operational logistic
squadron”
=
“will command a front-line operational logistic
squadron”

Order of Merit
Helpful:
•
•
•
‘He has been the best of 60 capts in the bde this year and by some
margin.’
‘Top 3 of 10…’’
‘Middle third’
Less helpful
•
‘He currently lies just short of the top ⅓ of 45 capts within the Brigade.’
Even less helpful:
•
•
•
‘In the top ⅓ of the 4 DE capts upon whom I report.’
‘top third of capts… placed 22 of 54’
‘In the top quartile of the middle third in a very strong cohort of 24’
Short, pithy and unambiguous phrases
 “Sgt xxxxx has had a very varied year.”
 Did many different things – Olympics, Op Tour, Recruiting?
 Or…..
 Performance has been up and down?
 “CSM xxxxx has a lot more to offer”
 Could cope easily with any job as a WO1?
 Or…..
 Lazy b*****d?
Catching attention
Catching attention
Good
•
‘…highly articulate, although a touch more brevity would not go amiss.’
•
‘…has been commended by comds X and Y bdes – so he has a record
of impressing men who are not easily impressed.’
Not so clever
•
‘Capt X is charming and eminently urbane but there is not a hint of the
lounge lizard about him’.
•
‘He is pretty handy at netball.’
Very good
•
‘Einstein, not Eisenhower’
Summary
•Objectives – make your organisation better
•MPARs – make your people better
•ARs – make the Army better


Your part in the plan:

Reporting Officers

Setting the tone and culture for other Reporting Officers

Training Subordinates to be effective report writers

Ensure that your G1 staff meet the non-negotiable deadlines

Honest, incisive, robust, through-year process
Thankyou for the good work you do
He has had a very erotic year and
this has reflected in the general
standard of his performance.
“He
has
been
“I can
best
explainburdened
his grading ofwith a
“Outstanding”
bywho
sayingwas
that he
is,
Troop
Leader
dim,
in so many ways, the image of myself.”
energetic, decisive, stubborn
and consequently dangerous.”
He has done well here and
has been fortunate enough
to indulge his wife.
He has performed his duties well
- especially rodent control where
he comes into contact with all ranks.
“.... He competed in a 125km charity race, which
required considerable planning for each leg”
MS’s Advice
“The MPAR is mandatory; it must be
programmed and thought through. The truth
is that most of our people probably perform to
the standard expected in every respect.
Honesty and courage by reporting officers is
essential. What is important is for reporting
officers to apply rigour in deciding what an
individual’s OPG will be; an OPG that
accurately reflects an individual’s performance
and does not come as a surprise at the end of
the year.”
MS’s Concerns
 MPARs not being conducted
 6 year private soldiers without a single SJAR
 Late reports
 Grade over-inflation
 Comd 16 Air Asslt Bde has reduced B+/A- and
HIGH by over 20%
 Inaccuracies in reports
Your part in the plan
Talent management is a core (the core?) element of command
You must, at whatever level you are working:

Develop your team

Understand and personally lead all aspects of career management;
others are in support

Know the rules and the requirements on you and your chain of
command

Understand the role of the APC……………regular engagement with us

Be honest, accurate and timely

Manage expectation – do not abdicate responsibility to Boards

Effect PAP 10

Be realistic about gapping
Questions?