It’s SCMA’s role to direct the career of the soldier Photo by Pte Simone Heyer, Army newspaper

CO SCMA sets it straight

By Col John Moug
CO SCMA
I would like to take this opportunity to share with you some of my insights as CO SCMA into soldier career management as it functions within the Army.

These insights are intended to provide you with a greater understanding of how SCMA staff approach their career and personnel management responsibilities, and the part you are expected to play.

Soldier career management drivers

SCMA, on behalf of the CA, is tasked with delivering high quality career management of soldiers so that they can best contribute to the Army’s capability needs.

Soldier career management endeavours to meet three distinct but inter-related needs:

The commander’s intent (CA’s vision for his people), the Army’s capability needs and the individual soldier’s expectation.

Career management principles

SCMA is guided by the following principles:

• The service need is met.
• All promotions, postings and selections are merit-based.
• All decisions and actions are fair, equal and consistent.
• Outcomes are sustainable.
• All SCMA processes are transparent to the concerned individual.
• All individuals are respected.
  

SCMA Fundamentals

Application of career management principles by SCMA is underpinned by the Army’s Ethos and Fair Go Policy.

In essence the following fundamentals guide the behaviour of SCMA carrying out their duties:

• All advice will be truthful.
• All personal information is held under trust and will only be released and utilised as required and permitted.
• Where there is ambiguity in a situation the soldier will always be given the benefit of any doubt.
• Where a decision will cause detriment to a soldier the reviewing authority will, as a minimum, seek peer review.
• Where errors are made they will be declared as soon as known.
• Action will be taken as soon as possible to correct any impact of that error.
• No action will be taken by SCMA to circumvent the requirements of policy or the commander’s intent.
• Where a policy or direction is believed to be inappropriate, any action under that policy causing detriment will be suspended while a decision on amendment is sought.
• No decision will be made by SCMA as the result of intimidation or to seek favour.

SCMA Obligations

SCMA is obligated to provide the following:

• Clear articulation of career management drivers

Units and individuals need to understand what drives career management decisions. SCMA will promulgate those policies, directives and other aspects, which influence the management of soldiers.

• Transparency

All decisions made by SCMA that impact on soldiers are to be made known to the affected individuals and their commanders. SCMA processes are also to be open for scrutiny. All soldiers, for example, are welcome to attend promotion board deliberations provided it is not considering their specific corps.

• Equitable treatment

All soldiers have the right to equitable treatment by SCMA on all aspects of their career or personnel management. Decisions are to be devoid of cronyism, innuendo, patronism, or any other form of bias.

• No surprises

Decisions impacting upon soldiers, especially posting and promotions, should be made after consultation. Individuals and their commanders are to be given the opportunity to inform SCMA decisions. Operational imperatives should be the only excusable exception.

• Honest broker

SCMA treats all soldiers without bias and is influenced by hearsay or other informal considerations. SCMA also maintains an overall view of the Army’s personnel requirements and is unencumbered by corps-bias

To be continued in next edition

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