1 Evaluation System Rater and Senior RaterGood Morning/Afternoon. My name is _____________ and I am here to discuss the Evaluation System and the Roles and Responsibilities of Raters and Senior Raters, and to familiarize you with some tool that you can use as rating officials.

2 Outline Evaluations system facts Role of the Senior RaterRole of the Rater Rater Philosophy How to Assess Attributes and Competencies (CAL) Rater and Senior Rater Assessment Support Form Attributes and Competencies Narratives (Company Grade Form) Overall Performance Narrative Rater Box Check Defined Rater Profile Management Senior Rater Profile Management -These are the topics we will cover today- this briefing is a bit long but stick with me, this is important for you to understand and will provide you with some tools to make everyone’s job easier.

3 Evaluation System FactsPurpose: Identify Army’s best performers and those with the greatest potential Requires candor and courage.

In our system, current leaders must identify future leaders, creating a “circle of life”. Because decisions are made based upon the information provided through Evaluations, it is incumbent upon rating officials to make frank and accurate assessments of the rated officer.

Our evaluation system already restricts the ability of Senior Raters to identify all Officers as “the BEST” and now Raters will have the same restriction (to identify all Officers as “the BEST”). Each rating official is limited to maintaining their “TOP Performer or Top Potential” at less than 50% of their rated population.

I will cover how rater’s and senior rater’s profiles will work and some tools available later in the briefing. The OER, new or old, has a basis in Army values and links performance to mission accomplishment.

The key to this system is counseling- Officers that are senior need to communicate with officers that are junior what their performance Objectives & Standards are and measure those junior officers against them. NEXT SLIDE: So how does our promotion/selection system work.

Rater DA Label (& info within) 3 Senior Rater Population Size 4 What do boards focus on. Promotion selection system is based on Army requirements Boards use the Whole File Concept Based on a series of reports Cannot predict selection board results based on labels DA Photo ORB OMPF (OERs, Disciplinary Data) 1 Sr.

Rater DA Label (& info within) 3 Senior Rater Population Size 4 Rater Label (& info within) 5 Rater Narrative So how does our promotion/selection system work. In a nutshell, The Promotion/selection system is based on Army requirements — when requirements increase, promotion rates increase and vice versa.

How do selection boards make their decisions. Boards use the “Whole File Concept “.

It is true that items ( in your restricted portion of your OMPF) are not seen by the board- in fact, even your Officer Record brief has things like marital status blacked out. The boards do see your photo and your Officer Record Brief (ORB)- but they spend most of their time in your Official Military Personnel File (OMPF) reading your OERS and any disciplinary information included therein.

By itself, a single OER only tells about one year or six or even three months of time- the “history” of all of your evaluations seen side by side (the narrative of many raters and senior raters) tells your story. Cannot predict selection board results based on labels — Selection Boards look at the job title, duty description and length of the report but, what do they focus on.

The narrative on the evaluation(s) tells the story of your rating chains’ passion (or lack thereof) — for you. Now that you have an idea of the Purpose of the Evaluation System and How boards use that information, lets move on to the rating chain… NEXT SLIDE.

On this slide, you see that above the line are the things Senior Rater does to ensure fair and accurate assessments are completed and that counseling meets the needs of the rated Officer for feedback and understanding of performance objectives. *** Note that rating schemes must NOW be approved one level higher – up to Three star level.

Below the line are the things the Rater and Senior Rater needs to know to ensure that assessments are timely, accurate and meet the needs of the Army. We’ll talk in more detail about some of the subjects in a moment… but first, let me explain the role of Rater.

6 Role of the Rater Raters must read, understand, and assess performance based on ADRP 6-22 Leadership Attributes and Competencies Ensure rating schemes are published and understood Provide Support Form and Counsel those you rate (mandatory) Develop a “Rating Philosophy” and communicate it to rated officers Advocate Officer to the Senior Rater Recommend future Operational and Broadening Assignments on field grade form Clearly and concisely communicate rated officer’s most significant achievements Focus on narrative comments.

Like the Senior Rater, Above the line are the things Rater does to ensure fair and accurate assessments are completed and that counseling meets the needs of the rated Officer for feedback and understanding of performance objectives. Below the line are the things the Rater and Senior Rater needs to know to ensure that assessments are timely, accurate and meet the needs of the Army.

For those raters unfamiliar with ADRP 6-22, we recommend a thorough read and understanding of the attributes and competencies expected of leaders by grade. It is important to communicate/counsel with those you rate and to ensure rating schemes are understood.

***The Evaluation Entry System (EES) provides a tool for support form completion and will aid in completion of the evaluation. When you counsel and use a Support Form, it is easier to track and sort the rated o.

1 Military Evaluation (OER & NCOER) InformationPurpose: to provide basic information on military evaluations (IAW AR policy) with an emphasis on Senior Rater profiles. 1.

3 USA HRC Evaluation Branch GoalsAn officer and NCO Evaluation System (policy, process, and supporting technology) that for all participants at unit and HQDA level: is consistently healthy (identifying and developing leaders who meet Army needs today and in the future) is sensible / reasonable uses a single Army standard whenever possible is intuitive (or at least self-explanatory) promotes accuracy, transparency, and quick pace in execution activities.

Evaluation knowledge that is proactively shared and easily accessible, accurate and informative, consistent, and inspiring. Notes: The Evaluations Office retains its goals of moving the Army’s evaluation system to what was outlined in earlier slides.

4 Evaluations, Selections, & Promotions Divisionand here Look Here. 5 How should this work over.

Evaluations Info & Tng is located here… Users can download Training Guides for local training on Electronic Evals When we get repeat questions, we make slides: How should this work over. and in my unit.

6 Information Sources AR 623-3 and DA PAM 623-3Forms wizard form formats and AKO forms portal Evaluation Systems Office homepage: Online applications and tools: IWRS for all component OER, AC & USAR NCOER reports GKO has ARNG information.

7 Key Elements for Effective Evaluation SystemsGoal: develop and assess Soldiers. submit reports on time.

participate in counseling Use tools & My Forms (red outlines) Know current THRU dates of reports on file Anticipate and project “next” evals. Current thru date on file plus 12 months or known changes of rater.

Notify rating officials of upcoming evals Track rating officials counseling and reports (use My Forms) Follow up on receipt and processing at HRC (using tools) Take appropriate action with problem rating officials as necessary. Notes: Evaluations are Rater driven.

When that relationship is severed for any reason (i.e., PCS, change of duty, extended TDY) or if an optional reason emerges (i.e., complete the record, or SR departure) a report is written. If there is no such change or option take in a 12 month period, an Annual report is due.

When these two items are not in place it is much harder to identify that reports are due and to get them completed on time. Also, these two elements are the two that best support adequate and effective leader development in units.

Elements are not identical across the components but we are working to make it so. Currently, only the unit can accurately predict when the next evaluation is due as they know the personnel changes.

HRC Application Directory HRC Website:. 8 Evaluation Systems (Facts)Function of the OER & NCO-ER is to identify your best (AR 623-3) Both OER and NCO-ER are assessment tools.

9 All forms – not just evaluationsAKO Forms Location: AKO Forms Link Users start forms in the “Forms” tab on AKO or from APD’s web site or with evaluations, by creating from the support form – very easy. No extra typing.

10 AKO Forms: Portal FunctionsThere are different tabs across the top: A variety of functions that are executed with a check in the appropriate form box: Learn these / use these. 11 AKO Forms: Evaluation FunctionsAll the functions previously discussed ARE available for evaluations plus … Special Tasks (Sp Tasks) This block activates depending on the form type: Support forms get Create NCOER or Create OER.

If you lose your form type you don’t get these tasks.

At the end of the rating period.

At any time during the preparation.

Preparing the Evaluation.

S1 publishes command-approved rating scheme Option 1 RS creates NCOER in My Forms Portal from completed NCOER Counseling & Support Form RS routes original NCOER to Rater. Routes Info Copy of NCOER to S1 for tracking.

SR completes SR Portion of NCOER, then Signs and Routes original NCOER to REV Rater routes Info Copy of NCOER to S1 for tracking. Relief for Cause Rater and RS have face-to-face discussion of duties & objectives Rating official that directed relief will explain reason for relief and indicate that RS has been notified of reason for relief.

If a Relief directed by someone other than rating officials, then relieving official will prepare memorandum explaining reason for relief and submit as an enclosure to the report Option 2 During RS Inprocessing, S1 initiates NCOER Counseling & Support Form shell & routes original to Rater YES NO RS reviews NCOER and signs and routes original NCOER to SR SR enters bullet comment explaining the problem in SR comments If a Relief is within first 30 days of rating period, waiver memorandum required to be signed by either GO in chain of command or GCMCA over RS.

SR routes original NCOER to appropriate uniformed Army official for Supplemental Review. Rater updates Tasks/Actions, documents Performance Summary Rater completes Task/Actions, counsels RS, both initial & routes original NCOER Counseling & Support Form to SR Rater conducts face-to-face counseling with RS.

September 19, 2022. Download the PDF.

while participating in “Week of the Bayonet.” (U.S. Army photo by Sgt.

The research described herein was sponsored by the U.S. Army Research Institute for the Behavioral and Social Sciences, Department of the Army (Contract Nos.

The views expressed in this presentation are those of the author and do not reflect the official policy or position of the Department of the Army, DOD, or the U.S. Government.

Anecdotal stories and empirical evidence show there’s no road map or clear path on how to transition into a leader. Soldiers must make numerous adjustments in professional, personal, and social domains as they navigate this elevation in role and responsibility.

To make this shift, NCOs must want to be a leader, recognize the rewards of leadership, and separate themselves from their prior role as peer and team member. The degree to which new NCOs take ownership of the leadership role and embrace their new identity is a crucial factor in this transition.

The first-hand accounts we received from Soldiers who were going through or had completed this transition suggested several actionable ways to improve the process. Some of the recommendations presented involve superiors providing clarity and structure, such as concretely explaining what the Army expects of new leaders and providing consistent feedback throughout the transition process.

We also propose the use of after-action reviews (AARs) as a familiar and effective method to address these junior leadership development challenges. In the U.S.

This is further complicated by the developmental phase of junior enlisted Soldiers who are often in their early- to mid- 20s and don’t have a lot of life or leadership experience yet. This can be compounded by several individual developmental factors including personal identity formation, cognitive maturation, and social needs.

How can the Army ensure junior NCOs are willing and able to take ownership of their positions and duties. For new leaders, the presence of important building blocks can set the foundation for growth into effective leaders.

New leaders also must develop self-confidence in their leadership ability and exercise decision-making autonomy to reinforce their leader identity and separate their new role from their previous role as a follower. Some Soldiers may not be fully ready for promotion at the time it occurs.

The Army has a long tradition of encouraging team identity. A strong and cohesive team identity is vital for ensuring victory in high-stakes missions the Army undertakes to defend our nation.

Ownership as a leader involves asking questions that require a focus on the self: “What can I do better to support the Soldiers in my squad or platoon. ”, “How can I improve this process.

The value of “I” statements has been shown across therapeutic, self-improvement, and recovery contexts, and these statements have similar value in the leadership context (Rogers et al., 2018). After all, we only have control over our own behavior, so starting with self-reflection and consideration of how one can improve is an important foundation for a leader.

First line leaders are important to daily functioning and goal accomplishment across all contexts and organizations. These direct leaders are particularly important in the Army, where they have a major impact on all aspects of their Soldiers’ lives.

These responsibilities span from general orientation into Army life to skill building, and when needed, disciplinary action. Soldiers may need assistance with family, financial, or other problems that may not be directly related to their military duties but affect their personal lives and overall readiness.

Ownership in this context refers to leaders actively taking responsibility and accountability for what happens in their small units. As highlighted in the popular book Extreme Ownership: How U.S.

The academic literature on ownership also points to positive outcomes for the individual and organization, assuming the right conditions are in place (e.g., identity, rather than control, is the primary route to ownership) (Ibarra, Wittman, and Petriglieri, 2014. Pierce, Kostova, and Dirks, 2001).

By demonstrating ownership to both their superiors and their subordinates, they can foster trust throughout the chain of command and NCO support channel. Trust is necessary to enable leaders at all levels to function efficiently through delegation of tasks, allowing them to focus on their own tasks.

Embracing the role of leader and accepting the responsibilities and duties inherent within is an important milestone in this process. An individual’s leader identity will change across time and situation.

There are many factors that impact leader identity formation, including acting as a leader and receiving positive feedback (DeRue and Ashford, 2010. Kragt and Day, 2020), having positive role models with whom to compare oneself (Guillén et al., 2015), and being able to separate from one’s prior pre-leadership role (Snook et al., 2010).

Maurer and London, 2018. London and Sherman, 2021).

20, 2019, at the NCOA field on Fort Drum. (U.S.

Brandon Cox). The Army is a dynamic organization that requires proactive leaders at all levels to function optimally.

In the interest of minimizing risk, often in an environment of “no-fail taskings” and “zero tolerance,” superiors may be accustomed to dictating subordinate leaders’ actions to ensure objectives are met. While this may offer some benefits for task completion in the short-term, it is likely to deprive subordinate leaders of developmental opportunities.

The chance to behave as leaders will establish and/or reinforce their perception of themselves as leaders. This will likely foster additional leadership behavior.

The purpose of this research was to identify challenges and barriers to a successful leadership transition and to identify strategies employed to navigate the transition. We conducted focus groups and interviews with 76 current prospective NCOs from a wide variety of Military Occupational Specialties (MOS) to capture their personal experiences leading up to their transition, during their transition, and after establishing themselves as leaders.

1 Human Resources CommandEffective Writing for Evaluations. 2 Role of the Rater / Senior RaterSenior Rater is the “owner” of the Evaluation and is responsible for timely completion Mentor / Develop / Counsel your subordinates Support Form – tool available to aid in defining / guiding goals and objectives throughout rating period.

Strong Narrative to describe subordinate Quantify potential…identify your best Be Careful… What you don’t say is just as damaging as what you do say Verify / Certify your subordinates on how to assess – ask them to bring their counselings and assessments with them to their counseling Understand how to manage your Senior Rater profile – develop your rating philosophy Anticipate and project “next” Evaluation Current “THRU Date” on file plus 12 months or known changes of rater “Complete the Record” dates for those being considered by a board Monitor when reports are required, that they’re submitted on time, and unit rating schemes are current and accurate (Leader responsibility).

boards can easily detect repeated verbiage Avoid using the same verbiage year-to-year for the same Soldier Cannot mention box check or board language in the narrative (e.g., “MOST QUALIFIED Soldier”, “6+ Soldier”, “If my profile allowed, I would rate this Soldier higher.”). 4 Senior Rater ConsistencySenior raters need to amplify their potential box checks by using the narrative to clearly send the appropriate message to selection boards.

associated with early promotion and are restrictive in nature (e.g., top 1%, 3%, 5%, etc.

5 Senior Rater Consistency (Cont.)The best rater and senior rater narratives: Are short. tell a simple story about the quality of Soldier being evaluated.

6 Senior Rater Narrative TipsDon’t Exaggerate “A future GO,” “will be the best BDE CDR” (1LT) “A future SGM,” “will be the best BDE CSM” (SFC) “In fact, skip CPT and promote to MAJ.” (1LT) “In fact, skip MSG and promote to SGM.” (SFC) “If I could prove it, is a LTC disguised as a CPT.” “If I could prove it, is a MSG disguised as a SSG.” “Always promote and school early.” Don’t Be Frivolous “Eats taskings like candy.” “Gleam in his eye, fire in his belly.” “Midas touch of gold.” “This officer / NCO justifies every dollar spent on recruiting.”.

Those raters that did both enhanced the selection process for top performers. Senior rater comments lose credibility when they state that a Soldier is the best or is in the top percentile of Soldiers rated and then give the Soldier a Highly Qualified rating when they have a mature profile.” “Promotion potential recommendations did not always match Future Duty Assignment recommendations.

8 Sample Exclusive Narratives (OER)MAJ XXXXX is my #1 major of the 27 I currently senior rate, and one of the best officers that I’ve seen in over 25 years of service – top 1%. Already shows Battalion Command potential, a must-promote BZ to LTC and Battalion Command.

CPT XXXXX is in the top 5% of all the captains I rate and the #1 logistician in the battalion. CPT XXXXX’s outstanding work ethic and logistical expertise have led to the success of countless training operations, support taskings, and the overall success of this battalion.

Promote below the zone to MAJ and send to ILE. She has the skillset to be an outstanding Battalion Commander.

9 Sample Exclusive Narratives (NCOER)CSM XXXXX ranks #1 of the 21 CSMs I currently senior rate. She is a must select to immediately attend the Command Sergeant Major / Sergeant Major Executive Education Course.

Continue to select her for successive nominative positions such as Division CSM, ASCC CSM, or ACOM CSM. Her potential is unlimited.

He is one of the most knowledgeable and professional NCOs that I’ve worked with in 33 years of service. His contributions to XXXXX’s mission have been absolutely invaluable and have raised those around him to higher levels of performance.

Send to the Senior Leader Keystone Course. 1SG XXXXX ranks #1 of 4 First Sergeants I currently senior rate and is among the best senior NCOs within the battalion.

Immediately select for SGM at first look, followed by assignment to the resident Sergeants Major Academy.

Already shows Battalion Command potential. promote to LTC and select for Battalion Command followed by SSC.

MAJ XXXXX’s performance in an extremely difficult and challenging assignment has been absolutely outstanding. MAJ XXXXX’s rare skills and abilities clearly separate her from her peers and make her the right choice for the difficult jobs that require innovative planning, meticulous execution, and extra effort.

Promote ahead of peers and assign to tough positions of maximum responsibility. A truly superior officer.

11 Sample Strong Narratives (NCOER)MSG XXXXX possesses limitless potential to serve as a Sergeant Major. Immediately select for USASMA and assign as a Senior Career Management NCO.

He has clearly demonstrated that he truly cares about Soldiers. SFC XXXXX rates as among the best and is #2 of 6 Platoon Sergeants I senior rate.

It happens to all of us at least once a year: the evaluation dance. You compile a list of accomplishments, you make your best case for a top rating, and you wait it out.

I once waited over a year for an evaluation from a senior rater who was angry that I’d been reassigned (it was late, if you’re wondering). Sometimes you get a little “face time” with the boss to review your rating, other times you get no more than a piece of paper in an envelope.

Interpreting that language can take years of experience, and some people never really get to a point where they can make sense of evaluation comments. Some of us are fortunate enough to have mentors translate that language while others go years without really knowing with any degree of certainty whether their performance is good or not.

On numerous occasions, I was the first person to help them read between the lines, to provide them a blunt interpretation of their evaluation comments. During one counseling session, an astonished lieutenant colonel told me, “I’m a top ten percent officer.

To a promotion board, they’re generally forgettable. For others, our sessions were no less painful.

In other cases, they’d already missed out on that promotion or school, or been identified for separation, all the time not really understanding where they went wrong. (Note: to be fair, some were relatively easy to explain because of derogatory information in their permanent file, but those were generally the exception.).

Yes, the words are nice. They might even be sincere.

Nice words won’t get you promoted. Nice words won’t get you into a funded graduate school program.

Nice words make you feel good – at least until you realize that they don’t do much for you. I was fortunate enough to have a brigade commander early in my career who shared much of his experience reading, evaluating, and interpreting evaluations, skills honed through years of serving on various boards and an assignment as the chief of the sustainment branch (in the days when it was still just called “logistics branch”).

“Branch will think I’m crazy for giving you an evaluation this good,” he said to me. “I don’t think they’re that stupid, sir,” I replied.

“Probably not. But this is really good.”.

It actually combined bits and pieces of many of the comments listed here, along with a few others. I wasn’t his favorite and I knew it.

he liked flashy PowerPoint slides and I was a 3×5 card kind of guy. he couldn’t speak warfighter and that’s all I understood.

We both went our separate ways and our careers continued on different paths. No harm, no foul.

Leaders like him inevitably puts other leaders in the unenviable position of explaining to someone that they’ve been misled (at best) or outright lied to (at worst). No one takes pleasure in the uncomfortable conversations necessary when telling someone that their performance isn’t that remarkable, but if you’ve taken the time to counsel and at least issue some “steering guidance” along the way it shouldn’t come as a surprise.

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The unsteady military retention rates is an ongoing issue that the U.S. government is trying to curb, if not resolve.

Let’s delve into these matters deeper by looking at how attrition can be resolved by measures the DoD and recruitment services have in place.

Attrition in the military happens when there is inability to maintain military retention rates. This issue can be attributed to several factors and not only during recruitment as known to many.

As a recruit hurdles another phase of the process such as accession, there would appear factors that may trigger attrition. The worst part is, it doesn’t only happen at a particular time.

Recruiting managers often observe some overt manifestations during recruitment, entry, or re-entry into a military branch. Comparing what occurs in each military service during these phases is onerous.

Added to that, timing is not always the same. For example, the Army tops the list when it comes to attrition while the U.S.

However, data changes constantly, so, each year, it’s another ball game and new strategies have to be put in place. Overall, attrition significantly peaks just before the 6th month upon accession.

To narrow down on this specific concern, let’s tackle the big four causes of attrition that impact military retention rates.

Performance issues: This is based on how the enlistee performs physically during training. Stamina is important because of the activities they have to undergo during extensive training periods.

Medical and physical problems: Some enlistees do not declare their real physical condition at the onset of the recruitment. Some may have medical issues that they intentionally cover up just to have a chance at being enlisted in a service.

Fraudulent enlistment: It was found out that there are fraudulent entries in applications forwarded to recruitment offices. Enlistees sometimes lie about their age, real name, or marital status.

Other issues: There are also other problems like following the trend of enlisting together with friends and enlistment hopefuls are not really serious about entering the service. Some may have pending family matters which they think they have to go back to even in the middle of training.

Apparently, demographic characteristics like marriage, gender, and education level likewise need to be considered as factors leading toward attrition. Patterns may vary from time to time across branches of the military including the subjects’ unique qualities.

It has been noted that female recruits are more attrition-prone in the Army than in other military services. Regardless of gender, not owning a high school diploma or its equivalent are probable attriters in the Navy as well.

These variations can be detected based on the algorithms during the screening phase. To top that, some attrition trigger factors can be covert and may surface after accession.

The excitement of serving the military and the country may not be for long. not for everyone who is accepted in any of the four services, though.

Based on data collected from a 2002 to 2013 analysis report, all four military services have accessions totalling to 2,189,024. The report shows who is taken in or re-admitted.

It also included some overt behaviors that led to attrition within a period of 36 months in service. Using a specific analysis will show how powerful forecasting is based on data that distinguishes attriters from non-attriters.

Also, it makes it easier for recruitment managers to find and develop policies that can be used to mitigate attrition–as well as promote military retention rates.

Take a closer look at this data gathered in 2021:.

Based on the reenlistment data for all four US military branches in FY 2021, the U.S. Army still lags behind the others.

Between 1974 and 1977, there were more than 444,000 enlistees in the services who had been separated before they had completed their initial enlistments. It cost the Government a clear $5.2 billion.

Nearly half of this number qualifies for lifetime benefits as veterans’ benefits which can total to $2.7 billion. Substantially, the Congress can reduce the attrition cost setting a limit to veterans’ benefits like those who complete their enlistments or who have been separated due to service-connected disability.

Recently, despite increases in the quality of DOD’s enlistees, about one-third of all new recruits continue to leave military service before they fulfill their first term of enlistment. However, things seem to have changed.

In recent years, the DoD and other services directly associated with military recruitment made some progress in collecting accurate data on why there are people who leave the service early or prematurely. The most common of which stem from medical reasons.

Most likely, persons who fail during rigorous physical training or those who struggle with language or academic problems are at risk. The government is trying its best to identify the causes of attrition and with these concerns continuing to haunt the services, measures have been taken, implemented, and some are still being developed.

The three major services are keen on focusing on perceived problems and have added resources to address them. The U.S.

The number of recruiters plus advertising budgets were increased. Larger amounts of enlistment bonuses and money are offered for continuing college education.

All of these can reduce attrition rates of first-term enlisted personnel.

This branch attracts youths without high school diplomas through its General Educational Development Plus Enlistment program. The Army sponsors applicants to achieve enlistment standards.

There is a high probability of attracting enlistees who don’t have any disciplinary issues and have obtained more than average aptitude scores on tests. Moreover, this program is also directed to college-bound youths.

Army National Guard College First. Another program that proves to be highly beneficial to incoming college students who want to serve in the military is the College First program.

This program is directed to eligible senior high school, graduating students, and high school graduates even without military experience. It gives them a chance of completing one to two years of higher education (full time) while serving in the Army National Guard.

Navy College Assistance Student Headstart. Recruits in the submarine and nuclear fields are chosen for this program, placing them on active duty while they are enrolled in college.

Technical Preparation Partnerships. In this partnership program, recruits can earn associate degrees while serving the first enlistment term.

Navy College Program. This voluntary educational program allows for continuing education while serving within and outside of the military service.

Community College of the Air Force. Enlisting in the Air Force straight out from high school allows for exclusive program offers and hands-on experience opportunities to help in the development of your skills in order to advance in your career.

With financial assistance available every step of the way, the Air Force provides training and education as far as where the individual’s endeavors take him. There are five different career fields to choose from.