"As a detailer, my job is to set you up for success, do my part in getting you promoted/screened for the next career milestone, and provide you with the career advice you need to move onward and upward."—From the Navy Personnel Command detailers' Web site.
Exactly what is the detailer's job? How do they set you up for success, get you promoted, and provide you with the career advice required to move onward and upward?
Since my first interaction with detailers as a seaman in 1975, the story has been very much the same—choose from three or four assignments and then go do something else. Detailers use the "Detailing Triad"—needs of the Navy, career requirements of the sailor, and desires of the individual. This is no way to manage a Navy career. With the advent of the Navy's Human Capital Strategy, the old method of detailing is no longer acceptable.
Instead, at the beginning of the assignment process, the detailer should provide a list of specific assignments available, detailed assignment information, and the promotion record for those previously serving in the billet. (This might help prove or disprove the theory that it is performance that matters and not the job.) A typical exchange should go something like this:
Detailer: "lieutenant Robinson, I see you're completing Naval Postgraduate School's Information Warfare curriculum. Based on that, previous assignments as a division officer in USS Vincennes, and training officer at Naval security Group Activity Misawa, Japan, here are the options based on your Projected Rotation Date (PRD-probably the single most important assignment driver).
"Thirty officers are competing for orders in the same PRD range. Eight are also completing advanced degrees. In your window, one assignment requires the P-Code you earned. Billet Sequence Code (BSC) is 58901. It is in Suitland, Maryland. The Basic Allowance for Housing (BAH) rate is DC area. It is a three-year tour. Re-tour opportunity before return to sea. The position was established in 2004, so there is no promotion history. lieutenant Roberts is the incumbent. She will provide a job description.
"Additionally, I have requirements on four DDGs. Since you served in Vmcennes, 1 won't assign you to one of these.
"One assignment opening is your previous command in Misawa. Can't send you back.
"I wouldn't normally offer a commander's billet to a lieutenant but, based on your record, it's available:
"Job is Special Assistant to N71R, Captain Jones. OPNAV N71/Network Centric Warfare. BSC 54354; no Additional Qualification Designator. BAH is rated for DC area. It is a three-year tour. Three of five O-5s did not promote. Commander Lavorico is the incumbent.
"The final job is in the Information Operations Directorate at Fort Meade, Maryland. No BSC, all officers are pooled/assigned by Deputy Director. BAH is based on the Fort Meade/Baltimore area. It is a three-year tour. Re-tour available. Assignments in Sea Enterprise/Warrior/Trial or FORCEnet. Four lieutenants departing the directorate at your projected rotation date; 75% were promoted.
"We're writing orders. Two other officers have these same opportunities: OPNAV, NIWA, or Information Operations Directorate. Based on your record, you have first choice."
Lieutenant Robinson: "Thank you sir. It's clear that you are looking out for me. I'll give you my decision in a few days."
Compare that to this not-so-detailed detailing commonly discussed among junior officers:
Detailer: "Lieutenant Robinson, I have three jobs—OPNAV, Information Operations Directorate, or Naval Information Warfare Activity. All are similar—make Powerpoint slides, do briefings, and other staff work. Check with your shipmates and tell me your decision."
Lieutenant Robinson: (Confused silence.)
Perhaps we could shape our detailing to better support the Department of the Navy's Human Capital Strategy which says we will:
* ensure procedures make possible the fullest contribution of each individual
* capitalize on advances in information technology
* use a "whole person" approach to matching people to jobs
* ensure each individual has the opportunity to render high-quality service
* manage the "life cycle of our people" to ensure a better fit over time between individual and mission needs.
Having fulfilled this covenant, I would have no trouble believing the detailer's quote, or we can simply go back to letting orders be orders!
Captain Lambert enlisted in the Navy in 1975 and received his commission in 1982. He is the Staff Director on the Office of the secretary of Defense's Detainee Task Force.