Air Force Career Progression

The Air Force enlists thousands each year — but only retains the best to keep the mission moving. This section covers the basics of career progression, from Professional Military Education (PME) to reenlistment.

When you get to your first assignment, be a strategic thinker and seek out your supervisor. They're a valuable source for career options — developing their people is part of their job. In the end, it's every Airman's responsibility to grow their knowledge, progress in their career, and become a valuable member of the team.

Overview

Objective: Identify basic facts and general principles about intermediate Airmanship fundamentals.

Learning Outcomes

• Describe the Enlisted Force Structure and its three tiers.
• Discuss the purpose and the two elements of Air Force Training.
• Recognize the skill level in the Air Force Specialty Code (AFSC) and how to progress.
• Discuss the purpose of Enlisted Professional Military Education (PME) and the four PME courses.
• Recall the purpose and focus of the Enlisted Evaluation System (EES).
• Identify basic facts regarding the Airman Promotion Program.
• Understand enforcing standards using progressive discipline, non-judicial punishment, and the UCMJ.
• Identify Airman responsibilities with military personnel actions.
• Understand the Reenlistment Program is a privilege, not a right.

Foundational Competencies

• Develops People — Investing in others to maximize their contributions to the mission by inspiring and providing an environment of continual feedback and learning opportunities.
• Strategic Thinking — Considering and organizing activities and resources to achieve a desired goal. The ability to think on a large and small scale, long and short term.

Summary

• Enlisted Force Structure
• Air Force Training
• Skill-Level Progression
• Enlisted Professional Military Education
• Enlisted Evaluation System
• Airman Promotion Program
• Enforcing Standards Using Progressive Discipline, Non-Judicial Punishment, and UCMJ
• Airman Responsibilities with Military Personnel Actions
• Reenlistment and Retention Programs

Enlisted Force Structure

The "Brown Book," The Enlisted Force Structure, states that the structure exists to:

• Best meet mission requirements.
• Provide a common, stable career structure for all enlisted personnel.
• Allow all Airmen the opportunity for professional growth.

It gives a common approach to career progression, professional development, and increased leadership responsibilities.

The enlisted force is comprised of three tiers — each correlating to increased education, training, and experience, and to increased leadership and managerial responsibilities:

Junior Enlisted Airman Tier

Airman Basic (AB), Airman (Amn), Airman First Class (A1C), Senior Airman (SrA).

Junior Enlisted Airmen initially focus on:

• Adapting to military requirements.
• Being part of the profession of arms.
• Achieving occupational proficiency.
• Learning to be highly productive members of the Air Force.

In this tier, Airmen prepare for increased responsibilities — trained, qualified, and ready to deploy and operate at home station and in expeditionary environments. Junior enlisted Airmen are introduced to institutional competencies and broaden their technical skills.

Noncommissioned Officer (NCO) Tier

Staff Sergeant (SSgt), Technical Sergeant (TSgt).

NCOs continue occupational growth and become expert technicians. At the same time, NCOs develop as leaders, supervisors, managers, and mentors in the profession of arms.

Senior Noncommissioned Officer (SNCO) Tier

Master Sergeant (MSgt), Senior Master Sergeant (SMSgt), Chief Master Sergeant (CMSgt).

SNCOs serve as leaders in the profession of arms and advise, supervise, and mentor others — further growing junior enlisted Airmen and NCOs under their charge.

Air Force Training

The purpose of Air Force training is to ensure each member is prepared to meet mission requirements. AF training is made up of two main elements: Total Force Training and On-the-Job Training (OJT).

Total Force Training

Three types of training:

1. Upgrade Training (UGT) — key to the Total Force Training program; leads to the award of higher skill level and increases skills and abilities.
2. Job Proficiency Training — hands-on training that increases skills and confidence.
3. Retraining Program — designed to balance the number of personnel in specific grades and year groups of an Air Force Specialty (AFS).

OJT

Accomplished after completion of technical training. Three training components:

1. Job Knowledge — satisfied through Career Development Courses (CDCs) completed during on- and off-duty time. Trainees must pass an End-of-Course CDC examination.
2. Job Proficiency — hands-on training on the job to increase skills and confidence.
3. Job Experience — gained during and after UGT to build competence and confidence.

Training and career progression

There's a direct relationship between training and career progression. A key component is continually trying to improve in your AFS. To excel and advance in rank, Airmen need to progress with training and set and strive for long-range career goals.

The mission depends on every Airman being optimally trained to perform their best. Airmen are the focal point of the Air Force Training Program. They must:

• Make every effort to become qualified in their AFS.
• Budget on- and off-duty time to complete training.
• Actively participate in training opportunities.
• Request help from their supervisor when they have difficulties.
• Obtain and maintain a skill level in line with their rank.

Skill-Level Progression

The Air Force uses an Air Force Specialty Code (AFSC) — a five-character alphanumeric code (e.g., 2A631) — to classify careers. Each character within the code indicates a different aspect of a specific career.

Job counselors screen each Airmen in Week of Training (WOT) 2 and assign an AFSC during a later WOT. The fourth character (numeric) identifies the skill level.

There are five skill levels:

Example. A 3-skill level in the Aerospace Propulsion AFS is an Aerospace Propulsion Apprentice, with AFSC 2A631 (the "3" is the skill level). A 5-skill level is an Aerospace Propulsion Journeyman, AFSC 2A651.

Enlisted Professional Military Education (PME)

Enlisted PME ingrains Airmen with Warrior Ethos and a passion for leading in the cause of freedom. It expands the leadership ability of enlisted leaders and strengthens their commitment to the profession of arms.

There are four PME courses:

1. Airman Leadership School (ALS)
2. Noncommissioned Officer Academy (NCOA)
3. Senior NCO Academy (SNCOA)
4. Chief Master Sergeant Leadership Course (CLC)

Enlisted Evaluation System (EES)

The main purpose is to provide proper feedback — the most important element of a strong evaluation system. It:

• Provides meaningful feedback on what's expected of you.
• Gives advice on how to better meet expectations.
• Records "performance" to help with mission accomplishment.
• Develops skills and leadership abilities.
• Determines who's selected for advancement.

The two main elements of the EES are the Airman Comprehensive Assessment (ACA) process and the Enlisted Performance Brief (EPB).

Airman Comprehensive Assessment (ACA)

The first element of the EES. A private, formal communication between rater and ratee to communicate:

• Responsibility, accountability, Air Force culture.
• Airman's critical role in support of the mission.
• Individual readiness.
• Performance feedback on duty expectations and how well the ratee is meeting those expectations.

Raters document the ACA on the AF Form 931 (AB through TSgt) or AF Form 932 (MSgt through CMSgt). The ACA is intended to promote Airmen interaction and support at all levels — formal communication for mentorship and a culture of belonging. ACA also gives Airmen an opportunity to discuss personal and professional goals.

You should receive your first (initial) ACA session within 60 days of the date supervision began.

Enlisted Performance Brief (EPB)

AF Form 910, Enlisted Performance Brief (EPB) (AB through CMSgt). A one-sided official document used in evaluating an individual's performance — usually prepared by the immediate supervisor.

Your initial EPB is normally conducted after the first 31 March Static Closeout Date after promotion to SrA or completion of 36 months TIS. ACA markings translate to an aggregate rating on your performance evaluation.

Airman Promotion Program

The Airman Promotion Program provides promotion opportunities for advancing individuals with the proper experience and skill. The Air Force does this by identifying people with the highest potential to fill positions of increased grade and responsibility.

Basis for promotion eligibility (any grade)

• Recommendation from your commander.
• Meet time-in-grade (TIG) and time-in-service (TIS) requirements.
• Obtain the required skill level, if applicable.

Promotion to Amn (E-2), A1C (E-3), and SrA (E-4)

May receive earlier promotions to E-2 through E-4 based on certain programs (e.g., SrA Below the Zone).

Promotion to SSgt (E-5) and TSgt (E-6)

Unlike E-2 through E-4 (where rank is automatic upon recommendation, completion of TIS/TIG, the required skill level, and barring inappropriate conduct), promotions for SSgt (E-5) and TSgt (E-6) fall under one of two systems. Air Force Guard and Reserve units do not use these two systems for promotion (E-5 to E-9). Promotions are determined by vacancies on the Unit Manning Document (UMD) and members meeting eligibility requirements (commander recommendation, TIG, TIS, skill level, and PME) to fill those vacancies.

1. Weighted Airman Promotion System (WAPS) — consists of four factors: Specialty Knowledge Test (SKT), Promotion Fitness Examination (PFE), decorations, and EPR.
2. Stripes for Exceptional Performers (STEP) Program — promotes a limited number of truly outstanding Airmen to the grades of SSgt – MSgt whose performance and potential places them far ahead of their peers.

Promotion to MSgt (E-7), SMSgt (E-8), and CMSgt (E-9)

The promotion process is a central evaluation board that scores individuals based on their records using the whole-person concept.

Enforcing Standards Using Progressive Discipline, Non-Judicial Punishment, and UCMJ

Administrative counseling, admonitions, and reprimands

Commanders, supervisors, and persons in authority have the option of issuing administrative counseling, admonitions, and reprimands when Airmen demonstrate substandard performance or behavior; depart from standards of performance, conduct, bearing, and integrity (on or off duty); and engage in actions that degrade the individual and/or unit's mission.

These are the lowest level of disciplinary action — intended to improve, correct, and instruct Airmen:

• Letter of Counseling (LOC) and Record of Individual Counseling (RIC) — AF IMT 174: the first level of documented counseling (may be given verbally or in writing).
• Letter of Admonishment (LOA): used for an infraction more serious than an LOC.
• Letter of Reprimand (LOR): more serious than an LOC or LOA, with a stronger degree of official censure.

Other actions

If leadership by example, one-on-one counseling, and performance feedback fail to convince individuals to conform to standards, more severe actions may need to be taken. Commanders may take the following actions to correct an individual's behavior without resorting to UCMJ punishment:

Unfavorable Information File (UIF)

A record of derogatory information concerning a member's personal conduct and duty performance. Commanders and supervisors use these files to make decisions about administrative, personnel, or judicial action. For enlisted personnel, the information remains active for 1 to 2 years.

Control Roster

A listing of personnel whose conduct, bearing, behavior, or duty performance requires special attention, observation, evaluation, and rehabilitation for no longer than 6 months. Assists commanders in controlling and evaluating substandard duty performance and gives the member an opportunity to correct deficiencies in a specified amount of time.

While on the control roster, members are ineligible for reenlistment, promotion, or PCS reassignment (except for mandatory moves). If not rehabilitated after 6 months, the commander can take more severe action.

Administrative Demotions

Reduce a member's grade without court-martial or Article 15 action. Common reasons:

• Failure to maintain grade and skill level relationship.
• Failure to maintain proper physical conditioning.
• Intentional failure to qualify for duty in which the person is trained or being trained.

Increased level of actions

If lower-level actions are ineffective, commanders may use increased actions under military law (progressive punishment).

Nonjudicial Punishment (Article 15)

Gives commanders an essential and prompt means of maintaining good order and discipline without the member having a court-martial conviction. An Article 15 is used for minor offenses.

Courts-Martial

Tried by a court of law. Three types — summary, special, and general. The type depends on the severity of the offense. Maximum punishment depends on the type of court-martial, nature of the offense, and rank of the member.

Airman Responsibilities with Military Personnel Actions

The DoD has a virtual system to handle military personnel actions. The system provides 24/7 accessibility for Airmen to conduct personnel transactions via improved web-based applications. Airmen must take responsibility for completing their own personnel actions (reenlistments, retraining, promotions) online by:

• Becoming knowledgeable of the virtual system processes.
• Being involved in all military personnel actions affecting their career.
• Monitoring career status, managing personnel-action suspenses, and completing personnel actions — MUST NOT forget or be lazy or you'll face serious consequences such as not being able to reenlist.

Reenlistment and Retention Programs

The Air Force has a Selective Reenlistment Program (SRP) — reenlistment is a privilege, not a right. The Air Force retains only those individuals who consistently demonstrate the capability and willingness to maintain high professional standards.

The Air Force uses the SRP and the Airman Promotion Program to manage the reenlistment of first-term Airmen (FTA) and ensure career fields consist of highly qualified, professional Airmen. To reenlist, an FTA must have an approved Career Job Reservation (CJR).

There's a specific time frame to apply for CJRs — failing to apply within the authorized periods usually means forfeiting your eligibility. This is one of the personnel actions you must take responsibility for on the virtual system.

Summary

This section covered many programs concerning career progression in the Air Force. While the Air Force provides you with the best training, support, and tools to be successful, it's up to you to choose the path that best fits you. For additional assistance, consult your supervisor or turn to AFI 36-2618, The Enlisted Force Structure.