Military Service Ratings And Allocations

Finally, two forms of indirect compensation that are minimally thought of in retrospect of compensation are relocation expenses and paid time off. The military may move a service member and/or family once a year or once every several years. Anyone that has moved in the civilian sector knows what an inconvenience to time and budget moving can be. The military pays for labor, supplies, mileage, equipment, lodging, food, and any other expenses incurred as a result of the move. Military members are limited on the weight allowed for moving based on rank and whether or not they have dependents. While moving, service members often take paid time off in conjunction with the allocated amount of time off for travel between duty stations. Service …show more content…
At the end of the rating period, the service member is given the evaluation report. Officers are rated among their peers. Their peers consist of other Officers of the same rank within the same organization and under the same senior rater. Essentially, the senior rater is the supervisor’s boss. Many times, the senior rater only has knowledge of the Officer’s performance from the supervisor, the counselings, and the support form the rated Officer provides. The support form is a document the rated officer provides that states what their objectives, goals, and accomplishments were for the rated period. From this information, the senior rater must provide comments on the evaluation only related to the Officer’s potential and mark them as most qualified (limited to 49% of peers), highly qualified, qualified, and not qualified. The desired mark for Officers is most qualified. However, limited to 49% of peers, this can be an extreme limiting factor when the pool of peers is under four. This is why the remarks the senior rater writes can be a career booster or ender. An Officer typically wants to be in the top three among their peers, recommended for immediate promotion, and identified as having unlimited …show more content…
The evaluation system can play a primary role in an Officer’s performance. The end state of the evaluation system, promotion, should encourage an Officer to work as hard as they can to meet the standards set forth in the supervisor’s counselings. If the Officer’s supervisor has their best interests in mind, they will convey that hard work, dedication, and accomplishments to the senior rater and fight for that superior rating. Too often though, senior raters have their favorites among the personnel in the organization. Many refer to it as the “good ol’ boy” club. If an Officer is outside of that circle, it does not matter how hard they work, how dedicated to the organization they are, how much time they miss with their families, it will never be enough. This perceived injustice has the potential to greatly impact the Officer’s performance in turn having the potential to be detrimental to the organization and its mission. Unfortunately, unlike the civilian world, military Officers are generally forced to sideline their disdain for the supervisor, senior rater, and organization in order to avoid a potentially career ending argument over a perceived