Additional guidance and steps for the preparation of an appeal are provided in DA Pam 623–3.
a. Warrant officers.
Warrant officers will not be evaluated on their potential to fill positions of responsibility outside their specialties, except for Department of the Army/Army command levels (for example, Army Materiel Command, Army Forces Command, and TRADOC levels) or MOS immaterial positions within the Army where duties require broad-spectrum knowledge of the organization and the functions of the Warrant Officer Corps, but are not directly associated with any specific branch or MOS.
b. Career patterns.
Career patterns will be considered when evaluating warrant officers.
DA Pam 600–3 contains general models that can aid in assessing self-development, professional preparation, and potential.
(1) Military occupational specialty.
Warrant officers are skilled technicians whose career patterns are focused on MOS qualifications.
They will be assigned principal duties for their grade or next higher grade in their primary or additional MOS.
Exceptions require HQDA approval and will be explained in DA Form 67–10 series (OER), part III, block c.
(2) Special emphasis areas.
In addition to the requirement to maintain technical and tactical competence in their MOS, warrant officers will demonstrate performance and potential as Army officers.
They will display leadership qualities, managerial talents, and technical and tactical competence in both their principal duty and in special emphasis areas involving other missions, tasks, and objectives that support the primary organizational mission.
These areas include the following:
(a)
Effective communication (brief supervisors and counsel subordinates).
(b)
Sensitive interaction with people.
(c)
Efficient performance of a variety of tasks (special emphasis areas as well as principal duties).
(d)
Development of plans and supervision of their execution.
When evaluating warrant officers’ performance it will not be assumed that they are able to do all types of technical work.
Their training and experience in their area of expertise will be considered.
If warrant officers perform duty in areas outside their technical specialty, the evaluation will be based on willingness to assume responsibility, innovation, organizational ability, supervisory talents and thoroughness.
(3) Career progression.
When evaluating potential for selections (for example, promotion, retention, professional development, significant assignments), rating officials need to understand the progression pattern in the officer’s specific career field.
(a)
Like commissioned officers, warrant officers’ careers progress in positions of increased responsibility.
Unlike commissioned officer positions, the skill hierarchy in warrant officer positions of responsibility is not always parallel to organizational echelons.
For example, in some MOSs, company-level technical and tactical skill requirements may be greater than those required in the same MOS at the BN level.
(b)
Progression within an MOS is aimed at preparing the officer to assume positions of increased responsibility within their career field and is not always associated with progression in the Army’s organizational structure.
(c)
Developmental opportunities to consider when evaluating potential in each career field are found in DA Pam 600–3.
The highest potential evaluations will go to those who have, by demonstrated performance, shown that they are qualified for appropriate training and assignment.
(d)
Performance evaluation will include the full range of warrant officer duties, technical and tactical expertise in the MOS, and leadership and managerial skills.
c. Education.
Rating officials will be aware of educational requirements in the warrant officer’s career field when evaluating potential.
(1)
The Officer Education System, described in DA Pam 600–3, summarizes the training warrant officers receive to become qualified as leaders, technical operators, maintainers, administrators, and managers.
(a)
Technical qualification may be obtained through formal civilian or military schooling, OJT, and/or individual study.
(b)
The minimum civilian education prerequisite for appointment as a warrant officer is normally high school completion.
(c)
The HQDA Civilian education objective is attainment of an associate degree in an MOS-related discipline by the fifth year of warrant officer service and a baccalaureate degree prior to promotion to CW4.
(2)
The relationship of the evaluation to a warrant officer’s educational career pattern will be recognized.
Technical advances and new equipment and concepts dictate that warrant officers stay technically and tactically proficient.
(a)
The functional and career training requirements of warrant officers’ MOSs are determined by MOS proponents and approved by HQDA under the Total Warrant Officer System.
(b)
When evaluating educational progress and potential for future schooling, rating officials will refer to DA Pam 600–3 for requirements in each career field.
Rating officials will comment in the performance section of the OER on any recently-increased educational qualifications and on individual efforts to attain HQDA Civilian educational goals.
(c)
Comments will be made on DA Form 67–10 series (OER) part VI, block c, on whether individual warrant officers are to attend a specific functional course in their career pattern.
Referenced Paragraphs
DA Pam 623–3
Additional guidance and steps for the preparation of an appeal are provided in DA Pam 623–3.
DA Pam 600–3
DA Pam 600–3 contains general models that can aid in assessing self-development, professional preparation, and potential.
The Officer Education System, described in DA Pam 600–3, summarizes the training warrant officers receive to become qualified as leaders, technical operators, maintainers, administrators, and managers.