Section 6. " You are fair and treat everyone in the office as an equal. SPC Smith is one of the technicians who work in the Aeromedical Staging Facility (clinical operations). SSgt Trejo's overall dedication, passion, and love for the Marine Corps is something I wish to see in every Marine. And, in her defense, she had the integrity to immediately acknowledge her mistake and take care of it immediately. 45-https://armypubs.army.mil The MSAF programs was eliminated June 08. Selected continuation officers will continue to be assessed for promotion to lieutenant colonel. An effective character statement focuses on specifics. The new Army OER form requires bullet comments for the following sections: - Character. Normally a single paragraph that reinforces your belief in the subject and summarizes your statement. as a role model by displaying character, confidence, and competence, and influence outside the chain of command. His interactions with me, and those I have witnessed with other superiors, are always with good military bearing and keen attention to customs and courtesies. I recommend supporting him with his request to stay in the Army. Covey's third principle, which he calls "put first things first," helps leaders to discern urgency from importance. However, with our pre-built online templates, everything gets simpler. He would continuously arrive early, stay as late as he needed to ensure the daily tasks were met, and to prepare for the next day. I have been in the Army for over 11 years and I am currently the NCOIC of Personal Property at the Installation Transportation Office. HELP! I have worked with SPC Morrison (as a co-worker and now as a supervisor) for almost two years and in that time I have never seen him lose his temper or even raise his voice to anyone. In this case, a middle third officer may have the right skills and experiences to supersede a top third officer. I was previously assigned to Chaos Company, 3rd Battalion, 54th Infantry Regiment as the Senior Drill Sergeant of 4th Platoon and assisted in the activation of the Battalion and the 197th Infantry Brigade. However, I must note that SPC Smith was not the cause those conflicts. Every officer matters to the continued success of our organization. - Achieves. judicious in their comments. Normally a single paragraph of a couple of sentences explaining who you are (rank, place of work, etc) and your relationship with the subject (co-worker, friend, supervisor, etc). Field grade officers care about your role more than others Organizations should communicate routinely with their assigned account managers in order to effectively influence the process. You're just asking for sleepless nights. - Develops. At that time, LCpl Trejo displayed himself in a manner that was well above reproach. He holds a master's degree from the School of Advanced Military Studies. It's happening for a good reason, because the professional Soldier already knows what they have done well and what they need to improve. Not all officers are interested in being nominated for special assignments; this desire must be communicated to the assignment officer in order to avoid potential friction. My name is SSG Smith and I am writing on behalf of SGT Jones. SSG Deleon served as a Drill Sergeant in 1st Platoon and later became the Senior Drill Sergeant of 3rd Platoon. Currently there are two cycles: the 01 cycle, which runs from Oct. 1 through March 31, and the 02 cycle, which runs from April 1 through Sept. 30. A joint assignment is a great opportunity, but if you do not get promoted to lieutenant colonel or selected for battalion command, it will not take you very far. FIELD GRADE PLATE (04 - 05; CW3 - CW5) OFFICER EVALUATION REPORT . I currently serve as a Mortar Platoon Sergeant in 1st Brigade, 4th Infantry Division. Leading by example is a manifestation of character and presence attributes." (FM 6-22 Leader Development, 7-23) . Officers rated in the top third of their peers represent the best in the field, and these officers will have the opportunity to serve in joint assignments, as general officer aides, or in other nominative assignments reserved for the very best. o is a motivated troop but needs further guidance in o has unlimited potential but requires more experience before o must realize the importance of finishing assigned tasks without supervision, o failed to use time wisely, consistently failed to complete duty assignments, o frequent unwillingness to cooperate in working toward unit goals affected readiness, o failed to fulfill his leadership's intent for positive and appropriate EO practices, o needed to be consistent with leadership style and maintain formality when in presence of Soldiers, o an excellent technician but needs to work on tact and communication skills, o understood his role as a senior leader but failed to contribute to the mission, o failed to keep track of the Soldiers under his supervision, o sometimes requires supervision on how to talk to Soldiers, o demonstrated poor judgement without consideration of results, o has good potential but requires more experience applying daily soldier leadership skills, o good Soldier, but fails to self improve by applying sound personal management skills, o demonstrated a serious lack of integrity and poor judgment without consideration of results, o compromised integrity by submitting altered documents; poor example to subordinates, o encouraged soldiers to advance by cheating for each other, poor example. OER Commons, an online repository for open education resources, is now hosting the tool and its resulting evaluation data. If he has a concern regarding a task I've given him, he requests clarification. CW3 Texas-Ranger and I were never assigned to the same section at either location. As an officer's performance changes, so does the five-year plan. This assertion, along with Army Regulation (AR) 623-3: Evaluation Reporting System (ERS), implies that character is the foremost leadership requirement: The Army Values, empathy, warrior ethos, and discipline are critical attributes that define a leader's character and apply across all grades, positions, branches, and specialties. It can't be a rambling, general statement that "John is one of the nicest guys I have ever met". For the most part, an officer's immediate advocates should be from his or her current chain of command. | Army Organic Industrial Base Modernization Implementation Plan, Army Civil Works announces publication of a formal review for Nationwide Permit 12, October 2017 Nominative Sergeants Major Assignments. At that time, SSgt Trejo was a Lance Corporal and played a key role in the success of RSS Brooklyn. Please contact me if you have any questions or concerns. (Adherence)to)Army)Values . KD opportunities may affect what type of battalion an officer will command; however, the key to success is to perform well regardless of the position. As a rater and senior rater, I provided the thoughts below to my team as more clear and concise guidance regarding each. You must justify through detail why you think an officer deserves an outstanding rating. Body. Answer (1 of 5): "Company grade" officers are junior executives in the grades of lieutenants (second and first) and captains (O-1 through O-3). I have the opportunity to work with SPC Smith when I provide nurse coverage for the ground transportation of patients in the aerovac system. He doesn't like confrontations and will avoid them if at all possible. For these reasons, it is my humble recommendation that CW3 Texas-Ranger is advanced to CW4. LEAD. (See figure 1.) My impression of his tactical and technical knowledge was that of a senior NCO. These documents will provide the rated Soldier essential rating chain direction and focus to aid in developing his or her support form. Sample Army OER Rater Bullet# 1. Happens frequently in the TPU. SPC Smith always maintains a very high standard of dress and appearance. Talent management encompasses multiple data points so that leaders can make the most informed organizational decisions. Assuming that you are the rater and not senior rater keep in mind that you are charged with only rating the officers performance during the last rated period. Assignment officers are concerned with the "faces" aspect, which is based on their routine communication with the population completing the process. During my time at HRC, I learned many things about field-grade officer career progression that I want to share. As a recruiter assistant who was not formally trained, LCpl Trejo outshined many certified Marine Corps Recruiters (8411s). ". A key part of the new OER system will be to ask raters to make determinations about what an officer is capable of, and what suggestions there might be for how the officer can be better developed . Although we have screened every document for quality control, there likely exist errors in content and typography. What are the best practices for VA Benefits? dl- Character (Adherence to Army Values, Empathy, and It's a pain in the ass, and nobody reads them, but you have to do them. d. Evaluation Reporting System process. This came as quite a surprise to me and definitely caught me off guard. To achieve desirable career outcomes, an officer must consider the following 10 aspects. By Lt. Col. Charles L. MontgomeryJune 19, 2018. Despite his young age, he is one our most mature Soldiers and never has to be told what his job is or be reminded to do something. Rater profile established for raters of company and field grade officers Maintain less than 50% of reports written by grade in the "Excels" box (for raters of LTCs and below) Flexibility - Raters have a "credit" of 3 in the "Proficient" box to start profile Rater OER profiles calculated based on Profile LOCK date as evidenced by . SPC Smith is a quiet, soft-spoken individual who often keeps to himself. thank you Sir!! Spend some time thinking this through so that you can come up with material that will cast doubt on the charges. I remember one incident that illustrates his non-confrontational nature. Assignment officers need time to work on special circumstances that require external coordination, such as by-name requests, nominations, and accommodations for enrollees in the Exceptional Family Member Program, and Married Army Couples Program. If possible, these additional positive attributes should overlap with or complement your main assertion. Discuss job description and performance objectives with rated officer within 30 days. Although lokely the rater is simply copying from the support form and changing pronouns. Here is where you make the case for the subject by describing your experiences with him or her and giving examples of the subject's good qualities. One day, as SPC Morrison and I were walking back to the barracks after working all day during a base cleanup detail, we were stopped by a Master Sergeant we didn't know who accused us of shirking our duties. In most cases, one OER can separate officers in the top third from those in the middle third. The new Army OER form requires bullet comments for the following sections: First and foremost, I have one thing to say: ADRP 6-22 (. (3) (b) The rater will ensure that the rated officer or rated NCO receives a copy of the rater's and senior rater's support forms. Generally, the rule of thumb is that officers should have two OERs in a KD position. new year new NCOER program this helps a lot! For field grade officers, raters will instead provide narrative commentary that demonstrates an officer's performance regarding "field grade competencies." "It reverts back to a narrative description, similar to what we have today, except it is a documentation of performance in line with the attributes and competencies," Mustion said. The more distant the relationship, the more credible the letter will be perceived to be. Closing. Leadership is more than knowing where you are, where you want to go, and how you are going to get there. One of a major's first priorities is to complete the Command and General Staff Officers Course regardless of assigned method. To contribute examples, enter them below. I supervise the Headquarters section of the G-3 consisting of two Noncommissioned Officers and one junior Marine. At the conclusion of your Army career, your family is going to remain the most important aspect of your life. The investigation came as quite a surprise to me, as CW3 Texas-Ranger has never portrayed a Soldier that would derelict his personal or professional responsibilities. Does anyone besides me still think it is outrageous that OERs/NCOERs are sometimes filled out and written by the the person who's ER it is. List incidents that you observed where he accepted orders or even punishment without argument. An honest self evaluation is often more useful than the "what I observed of you" style evaluations. Rated officers or NCOs should not write their own evaluations, period. Make sure you address the type of behavior that the person is accused of having. DEI Best Practices: Expanding the K-12 pipeline, http://armypubs.army.mil/doctrine/DR_pubs/dr_a/pdf/adrp6_22_new.pdf, http://www.hrc.army.mil/site/ASSETS/PDF/MOD3_Evaluation_System_Rater_and_Senior_Rater_Jan14.pdf, https://www.hrc.army.mil/site/ASSETS/PDF/MOD1_Revised_Officer_Evaluation_Reports_Jan14.pdf, https://www.hrc.army.mil/TAGD/Evaluation%20Systems%20Homepage. 30 days or first drill if reserve component. A character statement helps judges, Commanders, First Sergeants, and other strangers make fair decisions by providing a factual description of a person's character. Witnessing CW3 Texas-Ranger s superior leadership and mentorship qualities in such a diverse environment, certainly groomed me into the Leader I am today. In regards to this situation, I can tell you that this was a one-time mistake and out of character for her. Describe incidents where he was encouraged to cut corners or leave his post but refused. Officers are encouraged to start expanding their networks early in their careers to achieve their goals. His drive and motivation played a key role in the accomplishment of the Unit's mission: taking civilians, turning them into Infantrymen and training them to be the Force's future leaders. The MER is the unit's best opportunity to submit formal input into the process. He is one of the most calm members of our work center. Ask your co-workers too. I have had to pull him aside multiple times to explain how the Drill Sergeant duties can run you down and burn you out if you don't take the time to charge your own batteries; but helping his peers seemed to energize him. I first met SGT Jones in April 2011 at WLC, on Ft Stewart. There is a symbiotic relationship between family peace and work productivity. Department of the Army Pamphlet 600-3, Officer Professional Development and Career Management, states that the length of a KD position should range from 12 months to 24 months. The body is the majority of the letter. Second, it articulates what is important. height/weight and APFT data. I have known (SSgt) Trejo, Mario since December of 2010 when I was a Sergeant serving as a Canvassing Recruiter with 1st Marine Corps District, Recruiting Station New York, Recruiting Sub-station (RSS) Brooklyn. CLICK ON THE "CREATE OER TAB" at the top which will pull the basic admin data from the existing support form into an OER shell. o constantly ensured candid and respectful treatment of others, forging a shop of harmony and cohesiveness, o selected from among peers to moderate DOD Dignity and Respect initiative for 41IBCT; facilitated shared understanding and inclusion throughout brigade, o supported the Army's SHARP and EO Programs; ensured assigned Troopers attended all mandatory unit SHARP and EO training resulting in zero incidents, o displayed the ability to adapt and make educated decisions during difficult situations relying on intuition, knowledge, and experience, o ensured Soldiers under her supervision were treated equitably; supported the Army's Equal Opportunity Program consistently, o contributed to a positive and productive environment and enforced SHARP policies, o synchronized the consistent delivery of over 25,000 lines of medical supplies valued in excess of $8 million, o trained and cared for soldiers and their families; efforts evident by Section's unprecedented progress, o committed to the advancement of the Army, mission accomplishment, unit and subordinates, o innovative and determined in pursuit of goals of the Army, o encouraged and accepted criticism to identify areas needing attention and addressed them; strong leader, o stayed after hours to ensure all equipment and COMSEC was packed but credited team for success of Ft Bliss joint exercise, o addressed peers and subordinates with respect; facilitated communication up and down the chain of command, o assisted new Soldiers until they established themselves in the unit; promoted harmony and efficiency from the beginning, o placed unit mission and soldier welfare first, o implemented Battalion program to mow yards of deployed Soldiers; instilled sense of family and reduced stress, o projected self-confidence, authority, and enthusiasm during Physical Training sessions, o showed concern for Soldiers; balanced placing the mission first while ensuring Soldiers personal needs were met, o sought challenges and professional growth no matter the difficulty, o expressed exceptional pride in his soldiers, his job, and the Army, o offered advice but loyal to final decisions made by superiors, o exhibited pride in the unit; believes in team building and force multiplication, o displayed uncompromising passion for mission accomplishment, o served as a Soldier first, proud to serve, resolute in his duty, o had a pride in service and a sense of duty that inspired his peers, o inspired and motivated Soldiers to meet and emulate the same high standards he maintained, o exhibited the highest standards of loyalty, integrity and personal behavior at all times, o is utterly dependable under all circumstances, o possessed strong moral principles and personal values, o versatile; always accepted assignments within or outside her MOS to support the entire mission, o was relied on to successfully complete all assignments, o exhibited the deepest commitment to Army values while lifting others to meet that standard, o completed all assignments on time or identified reasons for delay; is the foundation of our Section effectiveness and unit readiness, o demonstrated the highest of standards of conduct on and off duty, o refused to take advantage of his position as Platoon Leader; worked and trained along side platoon members to build a cohesive team, o encouraged coworkers in training Soldiers on radio procedures; reduced comm failures and subsequent mission delays by 50%, o displayed stong character, pride and professionalism, o coached new Soldiers until they established themselves in the work center; exploited only opportunity to get started on the right foot, o participated in every community service event; is an asset any unit would value, o included all Soldiers in section and maintenance plans; encouraged teamwork and improved efficiency and morale, o overcame all challenges; not afraid to fail, o placed Army, mission and subordinates above personal interest, o stood behind principles and convictions; outwardly determined and loyal, o participated in all Post police calls; simultaneously demonstrated followership and leadership; resisted NCO privilege, o is a professional Soldier 24 hours a day, o epitomized selfless-service by placing the needs of his Soldiers and unit above his own, o established a workplace climate that fostered dignity and respect for all Soldiers in the platoon; supported the Army SHARP and Equal Opportunity programs, o surveyed all platoon members to ensure all had cold weather gear; arranged supply issue for ARNG Soldiers, facilitated team success, o showed unyielding loyalty to the unit, peers, subordinates, and the MEDEVAC mission, o inspired self-improvement in subordinates through sterling personal example, o involved in every aspect of the mission; was a positive influence on team members, o invested an enormous amount of effort and time to establish relationships with Soldiers during an extremely tough deployment; yielded enduring loyalty and pride, o demonstrated moral courage, stood up for what is right, o sought new and difficult challenges and responsibilities; poised for advancement, o trusted by his superiors to lead the platoon and make the right decisions, o paid attention to the needs of the squad/platoon personnel during training, o demonstrated the highest standard of loyalty to superiors and the organization, o worked until the mission was completed; a dependable asset that is the definition of readiness, o upheld the Army Values by enforcing standards and discipline among the junior enlisted, o her professional conduct is above reproach, o maintained professionalism in every aspect of her performance during the rated period, o lived by and strongly upheld all the Army Values; had unquestionable loyalty and dedication to the Army's mission, unit, superiors and subordinates, o put the Army, the mission and subordinates first before own personal interest, o her personal integrity is unquestionable, o preserved momentum when those around him falter, o lived the warrior ethos and never wavered during times of adversity while serving on a combat tour, o made honor her top priority; is the organization's daily embodiment of professional pride, o worked efficiently with superiors and is selflessly committed to the unit's mission, o invested effort and time to establish relationships with Soldiers; established or followed-up on career and personal goals; dramatic improvement in morale, o honest and assertive; displayed the courage and tenacity to stand up for what was right, o executed all missions effectively and reached all goals, regardless of difficulty, o assisted other units; put the welfare of the mission above his own personal needs, o assumed HR duties in the absence of an MOS-qualified HR Specialist; kept admin functions running for 120 days in addition to regular duties, o faced demanding challenges with conviction and high sense of professionalism, o focused on mission accomplishment and consistently achieved superior results, o refused to follow the example of SSG who stole test equipment and mailed it home while packing up abandoned communications det; demonstrated integrity, o welcomed all new arrivals and helped them integrate into daily operations; key factor in shop harmony and efficiency, o supported SHARP directives; corrected Soldiers when questionable comments were made that might offend other Soldiers, o expressed himself in an open and candid manner; facilitated teamwork, o volunteered to attend, prepare for and secure recognition as the Soldier of the month; validated Platoon leadership methods, o possessed situational awareness and initiative; kept the Section on track in the absence of leadership, o promoted a climate in which people are treated with dignity and respect regardless of their age, creed, gender, sexual orientation, or religious beliefs, o exemplified the Army SHARP, EO and EEO principles through word and deed; served as an example for seniors, peers and subordinates to emulate, o dependable; is reliable and trustworthy when given an assignment, o volunteered off-duty time for weapon and mask draw to ensure effective range and AWT training, o met even the most difficult technical, professional and leadership challenges with measured determination; earned the respect of both peers and leadership, o moral leader; discouraged rampant abuse of government program by those fraudulently applying for VA disability, o set the example of a professional Noncommissioned Officer, o delayed college enrollment to cover manning deficiency; cooperative team player who puts service before self, o worked without complaint during the heavy workload generated by troop mobilizations, o delivered consistent, reliable performance in garrison and under austere conditions, o possessed unselfish dedication to duty and quality maintenance, o fostered a positive work environment for all staff; enforced strict adherence to SHARP, EO, and EEO programs with zero incidents, o placed his Paratrooper's needs above his own; devoted to the team concept, o supported and encouraged allegiance to mission, o based all decisions on Army values and principles; a diligent NCO whose courage and resolve embody the spirit of the profession of arms, o portrayed the highest standards of loyalty, duty, and selfless service, o worked relentlessly to accomplish the mission, o motivated NCO; vigorously prosecuted personal and professional objectives, o anticipated required actions and took the initiative to complete them; reduced operational delays to zero and eliminated follow-up corrections, o guided team to unify their efforts and increase their effectiveness, o is the only Soldier who asks if there is anything that needs to be done when arriving on shift; lowest ranking but most mature and productive team member, o sustained operations; made significant and continuous positive contributions on a daily basis, o remained flexible and cooperative under any condition, o influenced her peers; increased collective devotion to duty, o volunteered to assist in the battery self-help project; contagious enthusiasm revitalized shop morale and resulted in 100% participation, o supported and defended the NCOIC's orders; prevented negative morale and maintained productive work environment, o handled situations firmly and fairly; unequaled in promoting harmony and teamwork, o devoted to mission accomplishment and the personal and professional development of his Soldiers, o spent her time preparing and studying; knowledge of the supply system enabled her to better support the command, o gained the respect of others through honesty and integrity, o demonstrated unwavering commitment to the unit, peers and mission, o attained results regardless of the mission or tasks, o attended the Applied Suicide Intervention Skills Training course; supported the Army SHARP and EO programs, o praised troubleshooting success by junior Soldiers; groomed experienced and capable technicians and mechanics, o mentored new Soldiers until they established themselves in the work center; forged an integrated climate of morale, productivity and readiness, o reinforced SHARP, EEO programs; displayed respect in a challenging multinational environment, o embodied the highest standards of loyalty, integrity and personal behavior continuously, o upheld the Army Equal Opportunity and SHARP Program, o displayed a level of loyalty seldom seen in others of his rank and stature, o enforced adherence to regulations and standing OIs, o monitered Soldier welfare closely; personal needs and goals were secondary to Soldiers' needs and mission accomplishment, o chose the right course of action; possessed the moral courage to do what is right, o exemplified the "Be, Know and Do" leadership philosophy; a truly dedicated professional, o acted with sincerity in ambitions and objectives, o is a committed NCO that lives by "Mission first, Soldiers always"; provided assistance on any occasion, o volunteered to participate in and support Change of Command, 2 parades, and post cleanup; enhanced Army image, o exhibited an unwavering devotion to his job and his responsibilities to his team members, o recognized efforts of all detachment members; encouraged increased participation in det training and readiness. Field Grade Officers play team ball. MSAF information was a data point collected on DA Form 67-10 series OERs dated Nov 2015.
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