When Airmen Refuse to Play Ball

Although Airmen don't write their own EPRs, they are expected to keep track of their accomplishments and provide a list of EPR inputs when it's time for EPRs. Once in a while, even after being asked several times, an Airman will not provide any inputs at all. This puts you in a tough spot because, on the other side, you have an NCOIC or First Sergeant who demands good, well-written EPRs on everyone. What are your options in this situation? How do you produce an EPR with no input? Replies will be posted below.

I once had a troop who refused to provide any EPR inputs despite being asked several times. He didn't outright refuse, he just never gave them to me. He always had an excuse. I asked him at least three times and stressed how important it was, especially as it got closer to close-out time. He had just rotated back to the states after being assigned to Korea and was scheduled to get out in 6 months so maybe that's the reason for his lack of motivation and refusal to cooperate.

Anyway, so here I am, faced with a deadline -and I cannot be late -and no content. Although I would have liked to have given him a two and a blank EPR, the policy in the squadron was that anybody who hadn't been in trouble (anyone without documented trouble) was an automatic FIVE. So, what I wound up doing for this inconsiderate jerk was making up an entire EPR with other people's accomplishments. They were the type of accomplishments that were team efforts and that were already being shared in multiple EPRs even though he had no part in most of them. I really hated doing that but the First Sergeant (who QC'd all EPRs) was inflexible.

The only bright spot in this story was when a civilian job recruiter called me a few months later as a reference for this Airman. This jerk had the gall to list me as a reference! I told that lady that I was astonished that he would list me as a reference because he was the most irresponsible troop we'd ever had in our workcenter. I gave her examples of his performance and told her how he used to neglect his responsibilities, sleep on mid shifts, and leave junior Airmen unsupervised. He didn't get the job and I didn't receive any other calls. []

The above comment is the best example of a Teflon NCO that I have read in a long time. A supervisors job is to know your subordinates, putting what you know about them into an EPR should not be difficult. The above asked a subordinate to do the supervisors job, and then got angry and vengeful when he didn't. It isn't hard to imagine why his subordinate separated from service with an example of leadership like that. If you want your subordinates to go the extra mile for you, you had better be already going the extra mile for them. They learn from you, if you aren't aware of what they are doing at work, and taking the time to get to know them, how can you possibly expect them to want to do your work as well? I am a Munitions Flight Chief and a MASO, I used to be a First Sergeant, and I am ashamed of the above comment.[]

yeah yeah we all know the party line. But we're talking about reality not ideals. We, who are actually in the workcenter, ARE aware of what everyone is doing and CAN write an EPR that accurately describes what anyone in it has done. But we might not have enough content. And it would be very nice if an Airman was considerate enough to provide inputs when asked. We may actually be surprised by something we weren't aware of.[]

I think this might be the same First Sergeant who insisted I give a dirt-bag SrA a five when I had already given him a four (which was more than he deserved). This First Sergeant didn't know either one of us and had never been to our shop. He said people's careers were being "affected"! I asked him, where were you when I got a four last year and I worked my ass off! His excuse was, well, I wasn't here then. What a load of manure. I would have given that guy a THREE.[]

It is not the First Segeant's fault, they can not make policy, they are only following the Commanders' instructions. []

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