Should it be easier to give a demotion due to history inefficiency or poor performance?

In 30 years of service I saw two reduction boards for inefficiency (both in the 80's) one was a SSG and the other a SGT. In both instances the NCO was retained in grade and moved from the line platoons to an administrative position. In both instances lack of clearly defined counseling outlining standards of performance were cited as the reason for retention in grade. My take on it was that you had to have a law degree or masters in technical writing to meet the level of documentation they wanted. My advice for what its worth is to do your counseling, define clear objectives based on objective and quantifiable outcomes and use the NCOER ratings to hold the poor performer at their present grade if a SSG, SFC or MSG. If your counseling's are squared away and based on the same standards showing a failed path to better performance you should be able to hold poor performing SPC's, and SGT's at grade. Unfortunately short of UCMJ for Illegal, unethical or immoral acts I don't see anyone getting an admin reduction successfully processed. Any other grey beards out there who had success in this I'd be interested in hearing.

There is something called the "Peter Principle" which says that people are promoted to the level of incompetency. This isn't true always, but it does seem to explain why in the military (and other government agencies) that some folks are promoted despite their ability to do the job. The biggest issue that I see is the failure to demote. Just because someone is great at one position, doesn't guarantee that they will be great at the next level. If someone isn't cutting it, demote them back down to where they are the greatest asset to the organization.

There is already a system in place to demote people that fail. It has checks and balances so that it is fairly used. If the CoC is not following procedures or did not make a proper paper trail how do you know its not just a personality issue they are being demoted for.

Let me give you and example of your hypothetical system:
Seaman Timmy is a push button E4 he has been on the ship for 6 months. His LPO had to work his but off to make E4, E5 and E6. He hates Bush buttons sailors. So he has Seaman Timmy demoted to E3. He bases this off the fact Seaman Timmy has been on board 6 months and is not fully qualified an unrealistic accomplishment.

The current system:
LPO must show a 3 part paper trail to the Chiefs mess, then the XO, then the CO before Seaman Timmy gets demoted. There are 4 Stages to demote someone so they have time to correct their behavior AND to call foul if they are being railroaded by a superior with an issue.

The System works as it is Do the paperwork and send it up the chain. I think the larger issue is the laziness of the CoC in doing THIER job!!

I think it really comes down to what the person is or is not doing and their coach-ability. If it is something they are repeatedly doing wrong, than there should be a counseling packet which then gives you grounds for an Article 15 which then can result in the demotion. But in there lays the problem. It requires someone to do paperwork and to track things giving up of their already limited time. Does that give leadership an excuse not to do it? Of course not but let us be honest, as leaders we hate doing the paperwork. More often than not, counseling packets are left to the night before resulting in almost the same sort of behavior as cramming for a major test or something. We also know that if one of our Soldiers are placed on extra duty that it is up to us to supervise that extra duty which again results in giving up even more amounts of our limited personal time. So while I agree that actions should be taken when someone is promoted beyond their means; I do not think it just lies with that service member. Their failure is a direct reflection on their leadership and any action taken reflects on the entire chain of command as well.

The big problem is retention, if the Army is not attractive then those with seniority and skills are out the door. What choice do you have left? Promote the junior and hope they can grow into their position. But don't for a minute think that substandard performance is reserved just for the enlisted ranks. Lets do the math, at three to four years of service; Enlisted= SGT/E-5 Officer= CPT/O-3. SGT is directly responsible 4-5 junior enlisted. CPT 130-150 Officers, NCO's, and Enlisted. So who truly has a greater influence? By allowing the junior enlisted the opportunity to lead teaches them before their feet are held to the fire. Remember, leadership is learned over time.

I have seen this take place when a senior Petty Officer changes jobs (Ratings). Now you have a leader who has to learn even the basics while the junior has been in the position for a couple of years. A Third Class asked me once if she could work for me because she knows more than her First Class. I explained that it doesn't really work that way. You don't get to pick your supervisors. lol. I'm not sure easy demotions is a good idea especially with all the paperwork you have to go through. Not sure about other branches, the Navy considers it adverse action that really has to be documented in the service record. Written counseling, acknowledged by the member and witnessed, performance appraisals, etc. Lot of paperwork.

My transition from active duty to national guard has been a difficult one especially with promotions. In my experience, most national guard soldiers see a promotion as a pay raise and therefor feel the need to ask for such. I've had to explain it to several soldiers that there are four types of salary increases;
1. Pay raise approved by congress.
2. Seniority pay raise aka years of service.
3. Promotion, based on demonstration of increased responsibility.
4. Special pay raises approved by congress such as the NCO pay increase in the early 2000's.
Unfortunately again, some of these soldiers are filled with greed.

I agree

The issue i see, at least in the Army, is they hand out promotions. You go to a board. Get ask a bunch of questions you dam near memorized, get a "p" status, go to a NCO school and Bam you graduate and more than likely get promoted next month. The Marines was alot alike but it seemed harder to pick up rank there. It seemed if you weren't going to make a good NCO then you would get a nonrec. I work with NCOs where it's like how the hell did they let you get promoted? You're lazy, incompotient , you half ass do your job, and you live by double standards. The military needs to check who they are promoting before promoting them.

You can always look at reductions for inefficiency