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Often you hear that supervisors don’t want to hurt an Airman’s career by giving them less than a “5” on their Enlisted Performance Report. Have you considered that we are actually failing the Air Force and superior Airmen by rating everyone a “5?” Just because an Airman is a good guy or gal, shows up to work on time, and does their job doesn’t mean they are “5” material or ready for promotion. In the end, supervisors hurt the Air Force and those truly among the best.
Fiscal and manpower constraints make EPRs more valuable than ever for retention, promotions, special duty assignments and career job reservations. AFI 36-2406, Officer and Enlisted Evaluation Systems, states supervisors 1) provide feedback on what is expected, advice on how well they are meeting those expectations, and how to do better; 2) provide reliable, long-term record of performance and potential; and 3) ensure Senior NCO evaluation boards, the Weighted Airman Promotion System and other managers information have the means to identify the best qualified for promotion or a position.
We want to keep Airmen that are truly among the best, but devalue the EPR system when rating all Airmen the same and the Air Force decides who is retained based on other factors, like time in grade. Now, the absolute best Airman is forced to re-train or separate because you rated all the Airmen the same. Don’t you want to maintain the best security forces, aerospace ground equipment or dental technicians?
Honestly, those Airmen with all “4” EPRs still earn 108 points toward WAPS — not a career ender. Based on historical data and end force constraints, only seven out of 250 Airmen enlisting today will ever attain the rank of master sergeant or higher. Let’s ensure they are the most deserving. If a member really wants to be promoted, they need to study the Professional Development Guide.
EPRs are vital for special duty positions such as instructor or first sergeant; students and commanders require the best Airmen to build our forces for success. These are critical positions and not just anyone can fill them. EPRs are the tools used to select our best Airmen for these high-impact positions.
Leaders face hard choices and one of those choices is to accurately measure the performance of our subordinates. Supervisors must understand the evaluation system and have the knowledge to evaluate Airmen and provide effective feedback to motivate or guide Airmen in areas of improvement. The choice is not whether you are going to hurt your Airman’s career, but what is best for the Air Force and those who truly deserve promotion or retention.
For those leaders in the rating chain, are you holding the rater accountable for not making the tough decision and allowing the “5” EPR to slip by to the next higher level?
We have to be leaders that take care of Airmen and make sure we do what is right for our Air Force. We are entrusted to protect our nation and need the best Airmen to accomplish our mission.
