WORKFORCE
for a leadership position using his or her career’s entire body of work. SRPE “is the primary tool used to document and commu- nicate a candidate’s potential and readiness to assume positions of increased responsibility. If done right, it will send a definitive message to the board that eliminates any guesswork,” Hilton wrote. In other words, SRPEs allow the board to see a candi- date’s skills and knowledge so the board can make an informed selection for an open leadership position. Some of the key take- aways Hilton highlighted are:
• Always use clear, quantifiable descriptions.
• Use short senior rater narratives and focus on enumeration (a sentence that sets the tone of the evaluation), potential for assuming increased responsibility, promotion, schooling and future assignment. It is not how much the senior rater writes that is important but the content of what is written.
• Include a duty description, senior rater narrative and number of employees at the equivalent grade being rated.
THE PROCESS Te evaluation process involves three people: the employee, the rater and the senior rater. “Historically, a rater is the person that supervises the individual,” said Brian Cole, SRPE program manager. “Te senior rater is the supervisor’s supervisor. However,
it can change depending on how the organizations are aligned.” For example, the program management office may direct the deputy program manager to be the senior rater for all the GS-14s, while the program executive officer is the senior rater for the GS-15s.
Te rater or supervisor may initiate a request for a SRPE for any civilian acquisition professional under their direct supervision. Employees review and provide a signature once the evaluation is completed. “Te senior rater completes the SRPEs of their subor- dinates at the request of the employee’s supervisor, or annually for employees mandated by policy,” Cole said. Te rater and senior rater also provide a digital signature on the completed SRPE.
While the SRPE process is similar to a performance appraisal, it is distinctly different, Cole explained. “A performance evalua- tion … depicts what individuals have accomplished or how they have contributed to [their] current position. A SRPE is designed to define your ability to receive increased responsibility—so, that means your potential leadership skills in your position,” he said. A performance evaluation catalogs accomplishments, while the SRPE helps determine what an individual is capable of doing if selected for leadership. During a performance appraisal, employ- ees should not be discussing their potential, just as in an SRPE they should not be discussing their performance, Cole added.
DISTINGUISH YOURSELF
By focusing on five key elements of the SRPE, Army acquisition professionals can maximize their potential for competitive advancement to high-level positions of leadership and responsibility. The SRPE is a tool to give selection boards the information they need on Army Acquisition Workforce civilians to clearly and equitably compare civilian and military candidates, ultimately ensuring that they choose the best person for the job. (Images by U.S. Army Acquisition Support Center)
https://asc.ar my.mil
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