AR 611-1 - Soldier Support Institute - U.S. Army

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Part II), SF 88 (Report of Medical Examination), DA Form 67series (Officer Evaluation Reports) and any other records or documentsthat contain data on the member’s occupation and militaryskills, education, quality of service and physical condition.c . A n i n d i v i d u a l r e c e i v i n g a p p o i n t m e n t a s a n A R N G o f f i c e runder the provisions of NGR 600–100 will be designated an initialbranch and AOC based on the State Master Development Plan and areview of the individual’s background and education (military andcivilian).d. Officers who are assigned to the Inactive National Guard willbe identified with the branch/FA and AOC, if applicable, designatedprior to transfer to the Inactive National Guard. When officers arereturned to active status in the ARNG, their qualifications will bere-evaluated. The reevaluation will include a review of the latestsignificant educational achievement (military and civilian), civilianemployment history and requirements as indicated on the StateMaster Development Plan. If an officer is transferred to the USARfrom the Inactive National Guard, the records will include anyappropriate branch, FA and skill qualifications acquired prior totransfer.e. Once an initial branch/FA and AOC is designated it may notbe redesignated without prior approval of the State Adjutant General.Basis for redesignation request will include:(1) When an imposed reorganization precludes absorption of theofficer within reasonable geographic limits within the branch/FAand AOC during the ensuing year.(2) When a proposed reassignment to a different branch/FA AOCfor the officer’s advancement or development requires redesignationto a new branch/FA. In this instance the officer should have hadprevious experience or training (military or civilian) in the branch/FA of the proposed reassignment.(3) When the State Adjutant General determines that a change ofprimary branch/FA will be in the best interest of the State and theofficer.(4) When the officer requests the change of branch/FA and/orAOC and the State Adjutant General determines that the change willbe in the best interest of the State and the officer.( 5 ) N G R 6 0 0 – 1 0 0 c o n t a i n s s p e c i f i c i n s t r u c t i o n s r e g a r d i n g r e -quirements for Federal recognition boards and Officer PersonnelClassification Boards associated with branch/FA transfer and AOCredesignation.f. The redesignation of an initial AOC which does not result in achange of branch/FA will not be published in written orders; however,the State Adjutant General is responsible for informing the officerby letter and ensuring that a copy of the notification is includedin the Military Personnel Records Jacket, Official Military PersonnelFile and the automated personnel system.g. Functional Area (FA), when required, will be designated forbasic branch officers not later than the eighth year of commissionedservice. Normally, this action will not be accomplished prior to thefourth year of commissioned service. Each officer will be encouragedto develop skills associated with a FA either through civiliane d u c a t i o n a n d v o c a t i o n o r t h r o u g h m i l i t a r y e d u c a t i o n a n dassignments.4–24. Annual reviewa. Branch, FA and skill qualifications awarded under the provisionsof this regulation will be reviewed annually by the StateAdjutant General.b. Changes which result in the award or withdrawal of branch,FA and skill qualifications based on new data will be reflected onthe officer’s qualification records and in the automated personnelreporting system.c. In evaluating recently acquired qualifications, particular considerationwill be given to the following:(1) Quality and length of experience or training.(2) Relevancy of experience or training to specific branch, FA orskill duty requirements prescribed in this regulation and NGB Pam600–1.(3) Civilian education or occupation. If a branch, FA or skillbased chiefly on civilian education or occupation, principles outlinedin paragraphs 4–25 and 4–26 apply.(4) Recently acquired qualifications. The recently acquired qualificationsmust be attested to and the award recommended and submittedby the unit commander through command channels to theState Adjutant General.4–25. Civilian educationa. An officer who has earned a BA, BS or higher degree from anaccredited college may be awarded a branch, FA or skill providedthat the skills and knowledge gained from the officer’s education arecompatible with the requirements of the branch, FA or skill. Theo f f i c e r ’ s e d u c a t i o n a l a c h i e v e m e n t s s h o u l d b e e v a l u a t e d t o g e t h e rwith the occupational achievements, particularly if the occupationalachievements are in the major subject field or in closely relatedf i e l d s . C o m p a t i b i l i t y b e t w e e n c i v i l i a n e d u c a t i o n a n d o c c u p a t i o n ,particularly in the highly skilled occupations and professions, maybe regarded as a valid basis for awarding of branch, FA or skillqualifications. Conversely, any indication of not maintaining proficiencywill be regarded as a valid basis for withdrawing the qualificationdesignator.b. An officer who completes specialized civilian schooling ortraining other than academic schooling may be awarded a branch,functional area or skill qualification provided that the scope of theschooling is comparable.c. Prior to awarding a branch, AOC qualification under this paragraphand paragraph 4–26, the officer will be required to furnishdocumentation of civilian and educational status including subsequentchanges. Examples of documentation required are: transcriptsof degrees, certificates of completion from trade schools or apprenticeships,trade association licenses, journeyman licenses or officialstatements from employers concerning the nature, duration, mannerof performance and scope of current employment.4–26. Civilian occupationsa. Civilian occupation constitutes an important segment of anofficer’s qualifications. Therefore, it should be carefully evaluatedand properly considered together with trade school or college trainingas justification for awarding of branch, functional area or skill.b . O c c u p a t i o n a l e x p e r t i s e w i t h o u t c o r r e s p o n d i n g e d u c a t i o n a ltraining may justify the award of a branch, FA, AOC or skillprovided the individual has sufficient work experience.c. Occupational experience not considered sufficient for award ofbranch, FA, AOC or skill on initial examination should be reviewedannually for possible award on subsequent evaluations.Section VIIIGrade Standards for Officer Positions4–27. GeneralGrade of officer positions in organization tables will be establishedin accordance with the standards provided herein. Exceptions willbe authorized only as indicated in paragraph 3–7 this regulation.Grade standards do not authorize positions, but determine grades ofpositions that have already been established per other appropriateregulatory guidance.4–28. Generic grade tablesa. Grades for command and staff positions are provided in generictables by command for each type position. Only principalpositions are included. The grade standards listed in DA Pam 611–21 are provided to ensure equitable position grading in all requirementand authorization documents. Agencies responsible for thepreparation, review or approval of requirements and authorizationdocuments will adhere to these grade standards. Grades for positionsnot listed will be determined by comparing the primary duties andqualifications with those of the most nearly related positions containedin the tables. This comparison will be made in the terms ofthe appropriate factors presented in paragraph 4–29. Normally, thegrade of officers within an organizational element and the heads ofsubordinate organizational elements will be at least one grade below12 AR 611–1 • 30 September 1997
that of the immediate supervisor. A position authorized a Colonelwill not have immediate subordinates of equal grade. The grade of acivilian supervisor must also be taken into consideration. The followingtwo exceptions will apply:(1) Positions of Chief of Staff authorized as a Colonel may havedirect subordinates of equal grade.(2) Positions authorized a general officer but which are unsupportedmay be filled with a Colonel and may have direct subordinatesof equal grade.b. The generic grade tables for officer positions for TDA, TOE/M T O E , b a t t a l i o n / c o m p a n y a n d m e d i c a l s p e c i a l g r a d i n g m a y b efound in AOC specifications DA Pam 611–21, Part I.4–29. Grade authorization factorsa. Military grades serve as both pay grades and grades of rank.Grade authorizations contained herein are based upon appropriateconsideration of both to ensure—(1) Grade appropriate to the amount and level of responsibilityinvolved.(2) Rank necessary for the amount and level of both responsibilityand authority involved.(3) Equitable enumeration for duties performed and qualificationsrequired.b. In determining grades for positions not included in the authorizationtables in DA Pam 611–21, consideration will be given to thefollowing:(1) Organizational setting. The extent to which an incumbentaccrues status and responsibility/authority from the organizationalenvironment in which he must operate. Three subfactors are providedto assist in identifying and evaluating the relevant componentsof this factor.(a) Organizational level. The level, in the Army’s organizationalhierarchy, of the headquarters in which the position under considerationis located. Consider levels from team, section or detachment toJoint Chief of Staff/DoD level.( b ) M a g n i t u d e o f o r g a n i z a t i o n a l r e s p o n s i b i l i t y . O n e r e l a t i v emeasure of the total organizational responsibility is the number ofofficer-level position in the headquarters of the organization. Considerthe number of officer-level positions (officer, warrant andprofessional civilian GS–9 or above) in the headquarters identifiedin subfactor (a) above.(c) Level of position within the organization. The level of theposition in the organizational hierarchy of the headquarters identifiedin subfactor (a) above (command section, principal or specialstaff, headquarters support or service element).(2) Positional responsibility authority. The incumbent’s share ofhis organization’s total responsibility. Six subfactors are provided toassist in identifying and evaluating the relevant components of thisfactor.(a) Type of position. Identify the basic function of the position(commander, executive officer, chief of a staff element, assistantstaff officer, equipment or system operator) and the grade of theimmediate supervisor. These are indicators of the functional scopeand relative importance of the position.(b) Magnitude of supervisory responsibility. One measure of thepositional share of the total organizational responsibility is the numbe r o f o f f i c e r l e v e l p o s i t i o n s w i t h i n t h e o r g a n i z a t i o n a l e l e m e n twhich is directed and controlled by the incumbent. Include all officer,warrant and professional civilians (GS–9 or above) in this total.(c) Independence. Consider the nature of the controls over theposition and the extent to which the incumbent is left to his owndevices to achieve the desired results.(d) Communication demands. Consider the extent to which theposition requires skills in oral and written communications.(e) Lateral points of contact. The magnitude of the coordinationand nonsupervisory functions. Consider the organizational level andgrade of person with whom contact is maintained. Organizationalcategories should include military, public or industrial and the newmedia. Disregard contact associated with commemorative or specialevents that occur on an infrequent or irregular basis.(f) Auxiliary authority/responsibility. The extent to which the positionrequirements include significant, recurring additional duties,such as committee/study group participation, administration of militaryjustice, personnel guidance and counseling programs, interiorguard and preventive maintenance or medicine programs.(3) Criticality to organizational mission. The extent to whichsuccess or failure in the management of assigned activities affectsthe organization as a whole. Two subfactors are provided to assist inidentifying and evaluating the relevant components of this factor.(a) Effects of errors. The many activities or groupings of activiti e s i n a n y o r g a n i z a t i o n c a n b e g r a d e d i n t h e o r d e r o f t h e i rcriticality. Consider the extent to which the incumbent’s actions anddecision affect the current operational effectiveness of the organizationas a whole.(b) Effect on future organizational effectiveness. The extent towhich the position incumbent can affect future operational effectiveness.Consider the extent to which the position requirements includethe development of concepts, plans, programs or procedures forfuture organizational activities. Implied in this subfactor is a considerationof the foresight, creativity and originality required.(4) Skills and knowledge required. The level of skills and knowledgerequired for assignment to the position and attainment of asatisfactory level of performance by the end of a 30–day orientationperiod. Three subfactors are provided to assist in identifying andevaluating the relevant components of this factor.(a) Formal education. Consider the level of formal educationaldevelopment required to deal with the academic theories, facts andinformation that will be encountered while serving in the position.(b) General military educational development. The range andsubstance of the overall military perspective which are required todeal with the military data, methods, theories and problems that willbe encountered while serving in the position. Equate this to thecareer development training program of the military professions.(c) Unique specialty training. The extent of the requirement forsubject matter expertise which is acquired only through attendanceat military or industrial training courses especially designed for themilitary function under consideration. Consider the length of thetraining course required.(5) Grade balance. This factor is to be used to prevent gradegaps and ensure a progressive/proportionate distribution of gradesw i t h r e s p e c t t o s u p e r i o r a n d s u b o r d i n a t e p o s i t i o n s w i t h i n t h eorganization.AR 611–1 • 30 September 199713
Page 1 and 2: Army Regulation 611-1Personnel Sele
Page 3 and 4: HeadquartersDepartment of the ArmyW
Page 5 and 6: Contents—ContinuedSection IVStand
Page 7 and 8: Chapter 1GeneralSection IIntroducti
Page 9 and 10: distribution of a corrected file in
Page 11 and 12: submitted with the MOCS proposal an
Page 13 and 14: contained in chapter 4, section VII
Page 15: non-duty status (e.g., duties unass
Page 20 and 21: 14 AR 611-1 • 30 September 1997Fi
Page 22 and 23: Section IIWarrant Officer Military
Page 24 and 25: Figure 5-1. Average grade distribut
Page 26 and 27: included in permanent change of sta
Page 28 and 29: job evaluation that should measure
Page 30 and 31: Appendix AReferencesSection IRequir
Page 32 and 33: TRADOCU.S. Army Training and Doctri
Page 34: RESERVED28 AR 611-1 • 30 Septembe
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Page 44: USAPAELECTRONIC PUBLISHING SYSTEMTE

AR 611-1 - Soldier Support Institute - U.S. Army

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