Occam said:
Then maybe the rest of the CF could take a lesson from the Navy, with Div Notes. Destroyed after five years, not to form a part of the UPR. If the problem reoccurs beyond 5 years down the road, then it's a safe bet it's not occurring frequently enough to escalate.
Div Notes as a solution?
See, now to me, I thought the OTHER things the rest of the CF does covers that (PDRs, PERs, PXRs, etc). For performance issues of the GSK type, I/we usually used the catch-all statements in the PDR that covered things like conduct, GSK type stuff such as dress and deportment, drill and all those other "common-to-all" things anyone is the CF is expected to know and follow.
IMO, *if* CFPAS is properly employed, these things can be documented in the mbr's PDR Section 1 (Critical Tasks and Expected Results). You review the Initial PDR, and the member signs it, no? So, Bloggins has a bad inspection turnout. There is your document to work with. All you have to do is a PDR review and properly document Sections 5b and 5c, based on your Initial PDR reviews' Section 1 info. Seems simple to me and that is what I used with a special-needs Cpl I had in the past.
From the CFPAS Help File, on the Contents tab, Chap 4, Art 405:
405. PDR Feedback Sessions
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The second part of the process involves two feedback sessions: one at the mid-point of the reporting period and the second at the end of the reporting period, concurrent with the PER interview. When you, as a supervisor give feedback, you are acting as a steering mechanism, sending signals to your subordinates to ensure they stay on course. To be effective, you must be giving subordinates feedback on a continual basis; providing feedback only once a year rarely changes behaviour. Feedback has maximum impact when it is given as close as possible to the action. If a subordinate does something well, tell her/him immediately.
Similarly, if the subordinate behaves ineffectively, also ensure he/she is made aware of it immediately. “Saving up” performance-related information, especially if it is negative, may result in feelings of resentment and frustration, and if it is positive, may be forgotten by the time a formal session is held. To complement the daily feedback that supervisors should routinely give to personnel, formal feedback sessions have been built into the CFPAS. Their purpose is to summarize performance-related information, and to provide a tool for documenting performance throughout the year.
There should be a minimum of one feedback session during the reporting period with a final feedback session being the PER interview. Ideally, feedback interviews should occur approximately every four months. The frequency of these interviews will depend on how a subordinate is performing, the unit’s schedule and workload.
Feedback sessions serve several functions:
- provide information to subordinates on how well they are doing with respect to the Critical Tasks you have assigned them;
- provide guidance on how they can perform better;
- motivate subordinates, resulting in greater effort on their part; and
- recognize the achievements of subordinates, giving them a sense of satisfaction and inspiring them to try harder.
IMO, the Navy has a system that duplicates something that is already in place. Maybe they should just use CFPAS properly.
OldSoldier,
Agree with your post...those are the ones I remember the most fondly (both sending & receiving
)