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
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
6
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
7
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.
8
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
9
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)
10
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.
11
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
12
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.
13
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
14
Effective Narratives
Strong 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.”
15
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.
16
Effective Narratives
• 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
17
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.
18
Effective Narratives
Do’s
• 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.”
19
Effective Narratives Do’s
• 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
20
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
21
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.
22
Effective Narratives Don’ts
• Phrases to avoid
Avoid
Replace With
“several complex … items” Specific jobs
“uncanny patience”
Do not use
“responsible for
coordinating”
“reputation for”
Coordinated
“in a meticulous manner”
Meticulously (if you must)
First Class Petty Officers
E6s
Leading Petty Officers
LPOs
What he did/does
23
Effective Narratives Don’ts
• Phrases to avoid
Avoid
Replace With
Enlisted Surface Warfare
Specialist
ESWS
“CPO X is a natural leader” Specify how good
“Significantly contributed
to…”
“diversity”
Coordinated
“effortlessly led”
“flawlessly led”
Do not use unless you can
explain
“system expert program that Be specific about why it is
is model for dept/ship”
good/key features
“reduced X by 25%”
Specify how, what he did
24
Effective Narratives Don’ts
• Phrases to avoid
Avoid
Replace With
“selected from the
department to be”
“Hand-selected” and why
25
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’.
26
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)
27
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."
Tracking Averages
REPORTING SENIOR CUMULATIVE AVERAGE
PAYGRADE (O3)
Date
1/31/97
1/31/98
1/31/99
1/31/00
Has separate Worksheet for each paygrade
# of
Reports
1
2
1
3
3.8
4
4.17
4.33
Total of
Trait Ave
3.80
8.00
4.17
12.99
Date
# of
Reports
Total of
Trait Ave
This Excel Spreadsheet to track RS Average
can be found at www.persnet.navy.mil under ‘Services’
Total Reports:
7 Cum Ave
4.14
31
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
32
3. Recommendation for
Promotion
You have two superstars…
…….which strategy would you select?
Promotion
Recommendation
42.
INDIVIDUAL
43.
SUMMARY
NOB
0
Significant
Problems
0
Progressing
0
Promotable
0
Must
Promote
Early
Promote
X
2
0
Must
Promote
Early
Promote
1
X
1
OR??
Promotion
Recommendation
42.
INDIVIDUAL
43.
SUMMARY
NOB
0
Significant
Problems
0
Progressing
0
Promotable
0
Two MPs will hurt both individuals. Break out one as
EP and use words to mitigate the effect of an 2/2 MP.
33
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)
34
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
35
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
36
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
37
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.
38
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.
39
Other Documents
used 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.
40
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.”
41
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
42
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.
43
Your Service Record
• FICHE 1
– Latest photo
– Fitreps and attachments
– Medals, awards, citations
THESE ARE THE 3 FICHE
REVIEWED BY BRIEFER
FICHE 3
- Security investigations,
clearances
- Record of emergency
data
- Personal history
statement
FICHE 4
-
• FICHE 2
–
–
–
–
Education / academics
Qualifications / designations
Reserve status
Appointments, promotions, commissions
• FICHE 5
– Adverse information,statements in reply
– Extracts from courts / boards
– Medical boards
Orders
FICHE 6
-
Enlisted record
44
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
45
Record Review
• OSR
• FITREPS
• Special Qualifications
• Fiche 5
46
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??
47
CRUNCH ZONE
(Review & Brief Again)
Actual Scattergram Format
(Vote those to Tentatively Select
and those to Drop from further Consideration)
FITREPs
and Confidence Voting
• 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 groupings
2 Performance grades vs. averages
• Individual average for reporting period
• Summary Group Average
• Reporting Senior Average
3 Promotion Recommendations
4 Comments (Block 41) in Narrative
Viewed by
entire
board
Viewed only by Briefer
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.
50
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
51
Some Important “Truths”
• 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
THERE ARE MORE WELL-QUALIFIED OFFICERS,
THAN VACANCIES
52
Performance Summary Report
NAME (LAST, FIRST MIDDLE)
SMITH, JAMES N.
PG
STATION
SSN
987-65-4321
DESIG/RATE
1110
M
O
S
REPORTING SENIOR
NAME
PG
TITLE
TRAITS
DUTY
DATES
12
JONES DA
04
04
CO
0
0 1
05
CO
0
0
05
CO
0
05
CO
06
DIR
TRNG
03
WARRIOR
MCM-25
ENG
960201
970131
03
WARRIOR
MCM-25
ENG
970201
970713
05
JONES DA
03
WHIDBEY ISL ENG
LSD-55
970714
980131
07
DOE JQ
03
WHIDBEY ISL
ENG
LSD-55
980201
990131
12
DOE JQ
03
WHIDBEY ISL
ENG
LSD-55
990201
990604
04
DOE JQ
04
SWOSCOL
COM
INST
990605
991031
05
TEACHER IM
04
SWOSCOL
COM
INST
991101
000327
05
TEACHER IM
04
SWOSCOL
COM
INST
000328
001031
07
MILLER WB
04
SWOSCOL
COM
INST
001101
010414
06
MILLER WB
04
PONCE
LPD-20
XO
010415
011031
06
JACKSON WB
INDIVIDUAL
TRAIT AVERAGE
4.29
4.00
CO
06
DIR
TRNG
06
1
2
3
4
5
AVERAGES
RPT CUM
4 1
3.86
4.22
6
4.10
4
2
4.14
3.92
12
4.10
0 4
3
4.43
4.40
0
0 4
3
0
0
0 2
0
0
0
0 0
2
PAGE 2 OF 2
PROMOTION REC
SP
PR
P
MP
EP
RPT
TYPE
TOTAL NUMBER OF
FITREPs SIGNED
FOR ALL
X
RG
0 DESIGNATORS,
0
2
1
1THAT
X
MAKE
UP RSA
RG
0
0
2
1
1
16
4.40
0
0
2
X
2
2
4.43
4.60
28
4.53
0
0
3
X
2
2
RG
5
4.71
4.71
38
4.75
0
0
0
0
X
1
RG
0 7
5.00
4.71
173
4.83
0
1
5
X
3
3
RG
0 7
5.00
5.00
240
4.90 0
0
5
X
3
3
3
4.29
4.00
41
4.19 0
0
5
X
3
3
RG
41
4.19
RG
0
0
DIR
TRNG
0
0
1
06
DIR
TRNG
0
0
0 2
5
4.71
4.71
59
4.25
0
0
0
0
X
1
RG
06
CO
0
0
0 3
4
4.57
4.13
5
4.33
0
0
1
1
X
1
RG
SUMMARY GROUP
TRAIT AVERAGE
0
RG
3
REPORTING SENIOR
CUMULATIVE AVERAGE
FOR ALL ALL DESIGNATORS
THAT GRADE
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)
Marked Up OSR
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58
59
60
61
62
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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
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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
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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
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
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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
Counseling is not:
– Detailing
– Discouraging comments
– Writing FITREPs
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Mentoring Advice
• 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
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Backup Slides
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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
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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
Significant changes
have occurred that
you need to be
aware of in order
to avoid hurting
your people
All NAVADMINs can be found at www.persnet.navy.mil
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.
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)
O1 - May
O2 - February
W1-W2 - September
Officers (TAR/Inactive) Enlisted (All)
O1 - September
E1/2/3 - July
O2 - September
E4 - June
W1-W2 - March
– Mid-term Counseling for the above:
Officers (Active)
Officers (TAR/Inactive) Enlisted (All)
O1 - November
O1 - March
E1/2/3 - January
O2 - August
O2 - March
E4 - December
W1-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”.
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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
NAVADMIN 126/00
1520005Z 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 126/00
1520005Z 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.
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