A Description of U.S. Enlisted Personnel Promotion Systems
A Description of U.S. Enlisted Personnel Promotion Systems

Author:

Publisher:

Published: 1999

Total Pages: 0

ISBN-13:

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This document summarizes the requirements for promotion of enlisted personnel within each of the services of the U.S. military. This document is not a historical review and does not assess or evaluate the promotion systems. Furthermore, this document does not address the enlisted promotion systems used for the reserves. There is marked variety in the specific requirements for promotion across services. However, there is similarity in the tiered structure of the services' promotion systems. For example, each service developed a tiered enlisted promotion system (Figure S.1). Basically, the first level of the promotion systems controls the promotion of enlisted personnel up to paygrades E-3/E-4. At this level, advancement is noncompetitive and requirements are minimal; generally enlisted personnel need only meet time-in-service (TIS) and time-in-grade (TIG) requirements for advancement. The middle tier covers a wider range of enlisted personnel between paygrades E-4 and E-5/E-7 with competitive advancement based primarily on point systems. The advancement requirements in the top level vary across services. However, at this level, promotion decisions are made primarily by board reviews.

Hearings on Enlisted Promotion Policy Review
Hearings on Enlisted Promotion Policy Review

Author: United States. Congress. House. Committee on Armed Services. Special Subcommittee on Enlisted Promotion Policy Review

Publisher:

Published: 1968

Total Pages: 84

ISBN-13:

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Committee Serial No. 63. Considers the introduction of regular technical testing into the AF promotion review process to standardize the review process.

Strengthening U.S. Air Force Human Capital Management
Strengthening U.S. Air Force Human Capital Management

Author: National Academies of Sciences, Engineering, and Medicine

Publisher: National Academies Press

Published: 2021-03-02

Total Pages: 289

ISBN-13: 0309678684

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The USAir Force human capital management (HCM) system is not easily defined or mapped. It affects virtually every part of the Air Force because workforce policies, procedures, and processes impact all offices and organizations that include Airmen and responsibilities and relationships change regularly. To ensure the readiness of Airmen to fulfill the mission of the Air Force, strategic approaches are developed and issued through guidance and actions of the Office of the Deputy Chief of Staff for Manpower, Personnel and Services and the Office of the Assistant Secretary of the Air Force for Manpower and Reserve Affairs. Strengthening US Air Force Human Capital Management assesses and strengthens the various U.S. Air Force initiatives and programs working to improve person-job match and human capital management in coordinated support of optimal mission capability. This report considers the opportunities and challenges associated with related interests and needs across the USAF HCM system as a whole, and makes recommendations to inform improvements to USAF personnel selection and classification and other critical system components across career trajectories. Strengthening US Air Force Human Capital Management offers the Air Force a strategic approach, across a connected HCM system, to develop 21st century human capital capabilities essential for the success of 21st century Airmen.

Hearings Before the Special Subcommittee on Enlisted Promotion Policy Review, Committee on Armed Services, House of Representatives, Ninetieth Congress, First Session
Hearings Before the Special Subcommittee on Enlisted Promotion Policy Review, Committee on Armed Services, House of Representatives, Ninetieth Congress, First Session

Author: United States. Congress. House. Committee on Armed Services. Special Subcommittee on Enlisted Promotion Policy Review

Publisher:

Published: 1968

Total Pages: 870

ISBN-13:

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Committee Serial No. 38. Investigates armed services promotion requirements and procedures, and the alleged inadequacy of present promotion system. Includes report by Secretary of Navy: "Report of the Secretary of the Navy's Task Force on Navy/Marine Military Personnel Retention" (Jan. 25, 1966, p. 6531-6591).