The promotion ‘matrix’ (it’s not actually a matrix) is nothing more an arbitrary list of requirements whose only purpose was to supposedly put an end to the time-served promotion. It’s awful.
If I have an excellent candidate for promotion - they’re skilled, knowledgeable, competent, active in Wing teams, &c… What does it matter whether they have “attended AEF with the cadets”?
Likewise, why do I really care whether they’ve “attended a blues camp”? If they are a developing expert in their field it shouldn’t matter whether they were able to gain one of the very few staff places on camp.
Equally, someone could attend camp and be worse than useless, but they get a tick in the box towards their promotion. I’ve known it happen.
Promotion should not be based upon ticking off a set of meaningless criteria. It should be awarded to those SNCOs who stand out from their peers. A FS should be expected to have subject matter knowledge and skill beyond that of the Sgts they are senior to.
A FS should be expected to be responsible for developing and line managing those Sgts as part of a greater emphasis on staff training and development which is so sorely lacking from this organization.
A such we should be promoting those Sgts who have the capability to step up into that position of greater responsibility… EXACTLY as we do with cadet promotions. Not just rewarding a dozen people at a time for being mediocre in their present rank for 4 years.
A WO should be absolutely top of the game in their field.
The promotion matrix is being revised at the moment. I hope that we get away from the current nonsense and give some actual ‘structure’ to our rank structure.
A Wing should be bottom heavy… Plenty of Sgts working directly with cadets; a collection of skilled FS managing them and leading within their skill set; and a few WOs, each an expert in their field overseeing and directing.
Nobody should expect a ‘right’ to promotion. Not promoting someone isn’t a punishment. Promotion should be about the greater good of the organisation by placing the right people in positions to manage others. Not about ensuring that “everyone gets a prize”.
If someone remains a Sgt for 20 years because they’re only interested or able to perform the role of a Sgt - that’s absolutely fine.
It requires a subtle change of mindset.