Wednesday March 21, 2012
What is it?
The Qualitative Service Program establishes the use of formal enlisted centralized board processes to identify non-commissioned officers (NCO) for involuntary separation from active-duty in order to:
- Improve grade/MOS readiness at NCO levels by satisfying force structure requirements
- Enhance the quality of the NCO Corps by retaining NCOs with the greatest potential for continued contributions
- Support sustainment of viable career paths across MOS/skill levels in an all-volunteer Army.
What has the Army done?
In July 2009, the Army reinstituted a revised Qualitative Management Program based on derogatory documentation filed in the official file of senior NCOs (SFC and above) who are otherwise retirement eligible and have not attained 30 years of active federal service. This policy stresses the importance of the U.S. Army NCO Corps by ensuring only senior NCOs who consistently maintain high performance standards, efficiency, morality, and professionalism continue to serve on active duty.
What does the Army have planned?
The Army implements QSP beginning with the centralized selection boards convening after April 1, 2012. The program includes three elements:
Qualitative Management Program Board, which considers senior NCOs (E7-E9) for denial of continued service whose performance, conduct, and/or potential for advancement may not meet Army standards.
Over-Strength Qualitative Service Program Board, which considers NCOs (E6-E9) for potential denial of continued service when an NCO possesses a specific Primary Military Occupational Specialty (PMOS)/grade where the Army's 12-month operating strength projection exceeds its goals.
Promotion Stagnation Qualitative Service Board, which considers NCOs (E6-E9) for potential denial of continued service when an NCO possesses a specific PMOS/grade where promotion stagnation exists.
Why is it important to the Army?
The Army must shape the force to meet future requirements, using processes that support retaining those leaders, identified through a centralized selection process, with the greatest potential for future contributions to the Army. We must ensure our enlisted strength meets requirements at the MOS and grade level while we continue to evolve human resource (HR) policies to support development of adaptive NCO leaders who are skilled in their core competencies. The Army G-1 put into place a series of HR policies designed to support the principles of the Army Leader Development Strategy (ALDS). These changes foster a balance of training, education, and experience while encouraging life-long learning and development.
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WHAT'S BEING SAID IN BLOGS
"Our Soldiers performed superbly over the last 11 years of war, displaying the values, character, and competence that made us successful. We value their service. As the Army faces personnel reductions, we must manage the force with precision in a way that identifies those with the greatest potential to meet our future requirements. Moving forward with this program will posture us to meet the challenges ahead, further strengthen our NCO Corps, and preserve the all-volunteer Army."
-Lt. Gen. Thomas P. Bostick, deputy chief of staff for personnel, G-1
"Most everything done in the Army requires a step-by-step process in order to accomplish the mission ... This is a challenge for TBI patients who have trouble concentrating or remembering certain things. It can be frustrating for the Soldiers as they have to struggle a bit more to do things that were like second nature to them before their trauma."
- Sgt. Michael Darby, noncommissioned officer-in-charge at the Carl R. Darnall Army Medical Center's Traumatic Brain Injury Clinic, highlighting the importance of simulated combat skills training as essential to assess performance of Soldiers to be 'Soldier' ready.
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