Evaluation System Rater and Senior Rater MODULE 3 – Doctrine Crosswalk / Rater and Senior Rater Tips
Outline • Evaluations system facts •
Role of the Senior Rater
•
Role of the Rater
•
Rater Philosophy
•
How to Assess Attributes and Competencies (CAL)
•
Rater and Senior Rater Assessment
•
Support Form
•
Attributes and Competencies Narratives (Company Grade Form)
•
Overall Performance Narrative
•
Rater Box Check Defined
•
Rater Profile Management
•
Senior Rater Profile Management
16
Evaluation System Facts •
Purpose: Identify Army’s best performers and those with the greatest potential Requires candor and courage; frank and accurate assessment Leaders must guard against “word inflation”
•
The OER is an assessment tool -- the Support Form is a counseling tool OER is a forced distribution system Senior Rater top box (Most Qualified) restricted to <50% Rater Left Box (Excels) restricted to <50% Rater narrative focuses on quantifiable performance Senior Rater narrative focuses on potential (3-5 Years) Use the “top box” to identify your best officers and quantified narratives
•
Commander is overall care-taker of all personnel systems
•
Counseling is key
What do boards focus on? •
Promotion selection system is based on Army requirements Boards use the Whole File Concept – Based on a series of reports – Cannot predict selection board results based on labels
• DA Photo • ORB • OMPF (OERs, Disciplinary Data)
1 2 3 4 5
Sr. Rater Narrative Sr. Rater DA Label (& info within) Senior Rater Population Size Rater Label (& info within) Rater Narrative
Role of the Senior Rater Do and/or ensure: • Rating schemes are published and approved one level higher • Rating schemes are known by Soldiers • That Raters understand, and assess performance based on ADRP 6-22 Leadership Attributes and Competencies • Develop a “Rating Philosophy” and communicate it to rated officers • Oversee & participate in counseling • Know current THRU dates of reports on file • Anticipate and project “next” Evaluation Current thru date on file plus 12 months or known changes of rater Complete the record dates for those being considered by a board • Notify rating officials of upcoming Evaluations • Use ERS tools & EES - track rating officials counseling and reports • Follow up on receipt and processing at HRC
Role of the Rater Do and/or ensure:
• Raters must read, understand, and assess performance based on ADRP 6-22 Leadership Attributes and Competencies • Ensure rating schemes are published and understood • Provide Support Form and Counsel those you rate (mandatory) • Develop a “Rating Philosophy” and communicate it to rated officers • Advocate Officer to the Senior Rater • Recommend future Operational and Broadening Assignments on field grade form • Clearly and concisely communicate rated officer’s most significant achievements • Focus on narrative comments; selection board members use the rater’s assessment in their file deliberations • Anticipate and project future evaluations • Keep senior rating officials informed of upcoming evaluations • Track evaluations from submission to HRC thru completion
Developing a Rating Philosophy •
Mission: Identify your best
•
Counseling – ensure counseling is accomplished
•
Raters decide how to assess and use of Excels indication based on performance
•
Senior Raters decide how to assess and use of Most Qualified Based upon potential.
•
Write well – quantify and qualify in narrative; correspond comments with box check as the system allows. Use the narrative to paint the picture
•
Plan ahead, think series of reports (number of times you will rate an officer)
15
Evaluation System – Key Points • Mentor/Develop your subordinates Support Form (Required)- aids in defining/guiding goals and objectives tied to leadership attributes and competencies • Understand how our Evaluation System works Fairly and accurately assess subordinates Narrative is key Exclusive vs. Strong Narrative to describe subordinate Quantify performance & potential…identify your best Be Careful… What you don’t say is just as damaging as what you do say • Verify/Certify your subordinates on how to assess • Monitor when reports are required, that they’re submitted on time, and unit rating schemes are current and accurate (Leader responsibility) Use Evaluations Reporting System (ERS) Use Evaluation Entry System (EES)
TASK: Develop and assess Officers
Assessing Attributes and Competencies
Linking Doctrine to Leader Development
YOUR Mission: Shift from not only discussing how a Soldier “achieved” during a rating period to encompassing all the attributes and competencies desired of Soldiers as part of their overall assessment and how he/she exhibits those attributes and competencies in the performance of their duties that support your unit METL.
References
Army Doctrine Publication (ADP) 6.0, Mission Command presents the Army’s guidance on command, control, and the mission command warfighting function. This publication concisely describes how commanders, supported by their staffs, combine the art of command and the science of control to understand situations, make decisions, direct action, and accomplish missions.
Army Doctrine Publication (ADP) 6-22, Army Leadership, establishes the Army leadership principles that apply to officers, noncommissioned officers and enlisted Soldiers as well as Army Civilians.
Army Doctrine Reference Publication (ADRP) 6-22, Army Leadership expands on the leadership principles established in Army doctrine publication (ADP) 6-22. ADRP 6-22 describes the Army’s view of leadership, outlines the levels of leadership (direct, organizational, and strategic), and describes the attributes and core leader competencies across all levels. http://www.apd.army.mil/
U.S. Army Performance Evaluation Guide ADRP 6-22 Leadership Requirements Model and Example Behavioral Indicators, Center for Army Leadership Fort Leavenworth
Your unit’s Mission and Mission Essential Task List (METL) or JMETL
Crosswalk
Rater Counseling Responsibilities
Provide Rater’s support form along with that of the Senior Rater to the rated Soldier. Discuss the scope of the rated Soldier’s duty description with the rated Soldier within 30 days after the beginning of the rating period. This counseling will include, as a minimum, the rated Soldier’s duty description and the performance objectives to attain. The discussion will also include the relationship of the duty description and objectives with the organization’s mission, problems, priorities, and similar matters. Counsel the rated Soldier - gives the rated Soldier a guide for performance while learning new duties and responsibilities Assess the performance of the rated Soldier, using all reasonable means, to include personal contact, records and reports, and the information provided by the rated officer How do I develop and assess leader attributes and competencies?
Attributes (Character, Presence, Intellect)
For example: A leader of Character demonstrates: Discipline DISCIPLINE • Development Need Fails to consistently adhere to rules, regulations, or standard operating procedures. • Standard Demonstrates control of one’s own behavior according to Army values and obeys orderly practice of administrative, organizational, training, and operational duties. • Strength Demonstrates discipline in one’s own performance and encourages others to follow good practices of discipline as well. As situations call for it, readily enforces discipline when others fail to adhere to Army Values or to other standard practices. Source: ADRP 6-22 US Army Performance Objective Assessment Guide
Competencies (Leads, Develops, Achieves)
For example: What Leads looks like: Builds Trust • Developmental Need Inconsistently demonstrates trust. Displays respect differently to some without justification. Takes no actions to build rapport or trust with others. Fails to address problems caused by team members who undermine trust in the unit. Fails to follow through on intentions, undermining the trust others would have in this leader. • Standard Establishes trust by demonstrating respect to others and treating others in a fair manner. Uses common experiences to relate to others and build positive rapport. Engages others in activities and sharing of information that contribute to trust. • Strength Demonstrates trust in others when encountering new or unfamiliar situations. Bases trust on a thorough understanding of trustworthiness of others and self, Understands how much trust to project and to grant to others. No hesitation in addressing problems that undermine trust. Source: ADRP 6-22 US Army Performance Objective Assessment Guide
OER Support Form • Use of Support Form is mandatory for Colonel and below
Must be approved one level higher (up to 3-Star Level)
•
Aligns with the revised OER
•
Focuses on Attributes and Competencies IAW ADRP 6-22
•
Initiate and complete in the Evaluation Entry System
Even though there are three different versions of the OER, there will only be one support form because attributes and competencies are not limited by grade. •
The support form provides 3 pages of instructions that will assist raters with completing the form, and, by extension, the OER.
•
There is a link to the ADRP 6-22 provided on the Evaluation Entry System Landing Page that will also assist with completing the OER Support Form and the OER. •
•
Online completion allows for admin data import to OER
16
Part I – Rated Officer data
-Part II – Rating Chain
- Part III – Counseling
-Part IV – Duty Title/Responsibilities
- Part V – Objectives/Contributions
Support Form (Back)
- Part V – Objectives/Contributions Continued linked to Attributes and Competencies - APFT Goals
Assessment Character – A true professional and leader, CPT Smith embodies the Army Values in all that he does. He is a caring leader who listens to Soldiers and cares for their needs. Joe tactfully instills discipline and the Warrior Ethos in his subordinates to the highest standards. He uses sound, informed judgment and upholds high ethical standards in his unit; his self-discipline, and his unit’s discipline is evidenced by his successful SHARP program.
Rater’s overall Performance Superb performance! CPT Smith has demonstrated that he can out-perform most of the CPTs in this Battalion. His efforts resulted in a 98% operational readiness rate, and significant improvements to vehicle dispatch and safety. CPT Smith’s rare skills and abilities clearly separate him from his peers, and his demonstrated performance makes him the right choice for the difficult jobs that require innovative planning, meticulous execution, and critical or creative problem solving. A truly superior officer.
Rater Tips •
Excels = Absolute top performers
•
Proficient = Good performers, but less than the best
•
Capable = Meets the expectations of grade (Not referred)
•
Unsatisfactory = Failed one or more standards (Referred)
•
Require OER counseling/mentorship from subordinates
•
Be honest and forthright in your assessments
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Be prepared to explain/justify your rating
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LT/WO1 reports are masked after promotion to CPT/selection to CW3
•
Don’t be afraid of Referred Reports
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Clearly articulate success and failures and explain
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Know your rated population, e.g., how they perform, when they are eligible for boards, when reports will be due
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Review rating chains regularly and ensure they are current
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Know your profile at all times
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Understand how to manage and maintain your profile
Evaluation Narrative •
Selection boards should understand what input the Rating Chain is providing without having to guess
• •
Raters focus on specifics to quantify and qualify performance Raters and Senior Raters SHOULD comment on the rated officer’s abilities to execute mission command in their narrative comments. Mission command calls for leaders with the ability to build a collaborative environment, the commitment to develop subordinates, the courage to trust, the confidence to delegate, the patience to overcome adversity, and the restraint to allow lower echelons to develop the situation
•
Senior raters need to amplify their potential box checks by using the narrative to clearly send the appropriate message to selection boards. Focus on potential (3 to 5 years; command, assignment, schooling and promotion)
•
Cannot mention Box Check in the narrative
•
Be careful with your narrative: - What is not said can have the same impact as what is said -
Don’t say the same thing for all your people (Boards can easily detect repeated verbiage) Avoid using the same verbiage year to year for the same officer (modified cut and paste) Accurately and fairly assess all officers regardless of branch and functional area
-
Don’t be afraid of Referred Reports
Rater Box Check Defined Excels: Results far surpass expectations. The officer readily (fluently/naturally/effortlessly) demonstrates a high level of the all attributes and competencies. Recognizes and exploits new resources; creates opportunities. Demonstrates initiative and adaptability even in highly unusual or difficult situations. Emulated; sought after as expert with influence beyond unit. Actions have significant, enduring, and positive impact on mission, the unit and beyond. Innovative approaches to problems produce significant gains in quality and efficiency. Proficient: Consistently produces quality results with measurable improvement in unit performance. Consistently demonstrates a high level of performance for each attribute and competency. Proactive in challenging situations. Habitually makes effective use of time and resources; improves position procedures and products. Positive impact extends beyond position expectations. Capable: Meets requirements of position and additional duties. Capable of demonstrating Soldier attributes and competencies and frequently applies them; Actively learning to apply them at a higher level or in more situations. Aptitude, commitment, competence meets expectations. Actions have a positive impact on unit or mission but may be limited in scope of impact or duration.
Rater Profile Management Rater profile established for raters of company and field grade officers when the Rater Locks a rating for the first time •
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 “LOCKING” the profile indication (Locking as a Rater is the same as signing and sending to HQDA for a Senior Rater); once an indication of performance is LOCKED, the rater cannot retrospectively change his mind (undo) a block check without HQDA exception to policy.
•
LOCKING cannot be completed earlier than 14 days before the THRU Date on the Evaluation. • OERs are due at HRC within 90 days after the thru date of evaluation •
•
Maintain a working copy of your rater profile and monitor for accuracy
•
EES will have built in profile calculators. This profile calculator is your profile. It does not predict your plans. Profile calculators are provided for raters to use (example on next slide) are available on the Evaluation Webpage at HRC.
•
HRC will explore an automated “Profile Predictor” for future release. 16
Rater Managed Profile Labeling Rules Rule #1: If the Rater checks “Proficient” box, then the report is always labeled “Proficient” Rule #2: If the Rater checks “Capable” or “Unsatisfactory” box, then the report is always respectively labeled “Capable” or “Unsatisfactory” - The sum of “Proficient,” “Capable,” and “Unsatisfactory” box checks should always be greater than 50% of total ratings Rule #3: If the Rater checks “Excels” box and rater’s use of “Excels” is less than 50%, then the report is labeled “Excels” - An entry of “Excels” will only be accepted if the mathematical result of the entry is less than 50% of the total number of reports rendered in that grade. Rule #4: MISFIRE – “If the Raters checks the “Excels” box and rater’s profile is equal to or greater than 50%, then the report is labeled “Proficient" and the rater is charged with Excels. Note: EES will not allow Rater Misfires.
Example Rater Profile Calculator/Tracker Name
Type Thru Rpt Date
Box Checks Profile EXCELS PROFICIENT CAPABLE UNSAT EXCELS PROFICIENT CAPABLE UNSAT NA 3 3 Credit NA 0 0 1 3 1 Example, Mark ANN 20140415 0 0 1 4 1 Example, Sam CTR 20140501 0 4 0 1 2 Example, Amb SRO 20140515 0 0 1 3 4 Example, Bob SRO 20140530 4 0 0 1 4 Example, June ANN 20140601 1 4 0 1 4 Example, Tom ANN 20140615 0 1 4 4 0 1 4 4 0 1 4 4 1 4 4 0 1 4 4 0 4 0 1 4 4 0 1 4 Will be available thru 4 4 0 1 Evaluation Entry System 4 4 0 1 Website 4 4 0 1 4 4 0 1 4 4 0 1 4 0 1 4 1: Raters given a credit of 3 in PROFICIENT box. 2: Rater profile calculated upon rater locking on form or Hard Copy to DA 3: Rater must stay below 50% for EXCELS evaluations. 4: Officers w ill be evaluated and profiled at promotable grade if listed as (P) in the Part I.c. rank block of the OER. 5: (P) means officer is promotable and serving in an authorized position at the promotable grade.
Total Date Due Complete Reports to HRC at HRC 3 4 5 6 7 8 9 9 9 9 9 9 9 9 9 9 9 9 9 9
NA 20140715 20140801 20140815 20140830 20140901 20140915
NA yes yes yes yes
% Total EXCELS 0 25 20 33.3 42.9 50 44.4 44.4 44.4 44.4 44.4 44.4 44.4 44.4 44.4 44.4 44.4 44.4 44.4 44.4
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Senior Rater Profile •
Senior Rater profile established for Senior Raters of company and field grade officers
Maintain less than 50% of reports written by grade in the “Most Qualified” box (for raters of LTCs and below)
•
•
Flexibility - Raters may indicate Most Qualified for 1 of the First 4 reports
Senior Rater OER profiles are calculated based on date and time of receipt at HQDA; once an evaluation is completed, the rater cannot retrospectively change mind on block check •
•
OERs are due at HRC within 90 days after the thru date of evaluation
•
Maintain a working copy of your rater profile and monitor for accuracy
•
EES will have built in profile calculators. Profile calculators are provided for raters to use (example on next slide) available on Evaluation Webpage
Senior Rater Profile LTC & Below CURRENT ABOVE CENTER OF MASS CENTER OF MASS BELOW CENTER OF MASS RETAIN BELOW CENTER OF MASS (DNR) TOTAL
#RATINGS 4 5
Rating% 44.44% 55.56%
0
0.00%
0 9
0% 100%
Migrates to new system
MOST QUALIFIED HIGHLY QUALIFIED QUALIFIED NOT QUALIFIED TOTAL
COL
CURRENT ABOVE CENTER OF MASS CENTER OF MASS BELOW CENTER OF MASS ® BELOW CENTER OF MASS (DNR) TOTAL
FUTURE
% Limit <50% Unlimited
#RATINGS 1 5 2
Rating% 12.50% 62.50% 25.00%
0 8
0% 100%
% Limit <50% Unlimited Profile Restart for reports after 1APR14
Unclassified
#RATINGS Rating% 4 44.44% 5 55.56% 0 0.00% 0 0% 9 100%
% Limit <50% Unlimited
FUTURE #RATINGS
Rating%
% Limit
MUTLI-STAR
0
0.00%
<24.0%
PROMOTE TO BG
0
0.00%
25-49%
REATIN AS COL
5
UNSATISFACTORY
0
0%
TOTAL
5
100%
100.00% Unlimited
Senior Rater Profile Calculator WO1-LTC Name
Type Thru Rpt Date
Box Checks MOST HIGHLY NOT QUAL QUAL QUAL QUAL 0 1 1 1 1 1 0 1
Profile
Total Date Due Complete Reports to HRC at HRC
MOST HIGHLY NOT QUAL QUAL QUAL QUAL Credit NA NA 0 0 Example, Mark ANN 20140415 1 0 0 0 1 Example, Sam CTR 20140501 1 1 0 0 2 Example, Amb SRO 20140515 1 2 0 0 3 Example, Bob SRO 20140530 3 0 0 4 1 Example, June ANN 20140601 2 3 0 0 5 Example, Tom ANN 20140615 2 3 0 1 6 2 3 0 1 6 2 3 0 1 6 2 3 0 1 6 2 3 0 1 6 2 3 0 1 6 2 3 0 1 6 2 3 0 1 6 2 3 0 1 6 2 3 0 1 6 2 3 0 1 6 1: Senior Rater given a credit of zero. Any one of first 4 may be a Most Qualified 2: Senior Rater profile calculated upon Electronic Submission via EES or Hard Copy to HQDA 3: Senior Rater must stay below 50% for MOST QUALIFIED evaluations. 4: Officers w ill be evaluated and profiled at promotable grade if listed as (P) in the Part I.c. rank block of the OER. 5: (P) means officer is promotable and serving in an authorized position at the promotable grade.
NA 20140715 20140801 20140815 20140830 20140901 20140915
NA yes yes yes yes
% Total Most
#DIV/0! 100 50 33.3 25 40 33.3 33.3 33.3 33.3 33.3 33.3 33.3 33.3 33.3 33.3 33.3
16
Senior Rater Profile Calculator COL
Nam e
Type Thru Rpt Date
Date Due to HRC
Box Checks MULTI STAR
Credit Example, Mark Example, Sam Example, Amb Example, Bob Example, June Example, Tom Example, Tom Example, Tom Example, Tom Example, Tom Example, Tom Example, Tom Example, Tom Example, Tom Example, Tom
NA ANN CTR SRO SRO ANN ANN ANN ANN ANN ANN ANN ANN ANN ANN ANN
NA 20140415 20140501 20140515 20140530 20140601 20140615
NA 20140715 20140801 20140815 20140830 20140901 20140915
PROMOT E TO BG
RETAIN AS COL
0
5
1 1 1 1 1
Profile (Cum m lative Totals) NOT QUAL
MULTI STAR
0 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2
PROMOT RETAIN E TO BG AS COL
0 0 1 2 3 3 3 3 3 3 3 3 3 3 3 3 3
5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5
Total Reports
NOT QUAL
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
1: Senior Rater given a credit of 5 Retain as Colonel. 2: Senior Rater profile calculated upon Electronic Submission via EES or Hard Copy to HQDA 3: Senior Rater must stay below 50% for TOP TWO BOXES CUMULATIVELY 4: Officers w ill be evaluated and profiled at promotable grade if listed as (P) in the Part I.c. rank block of the OER.
% Total Multi Star
% Total Prom to BG
Must be 24% or Less
5 6 7 8 9 10 10 10 10 10 10 10 10 10 10 10 10
0.0% 16.7% 14.3% 12.5% 11.1% 20.0% 20.0% 20.0% 20.0% 20.0% 20.0% 20.0% 20.0% 20.0% 20.0% 20.0% 20.0%
COMB % Must Be Less Than 50%
0.0% 0.0% 14.3% 25.0% 33.3% 30.0% 30.0% 30.0% 30.0% 30.0% 30.0% 30.0% 30.0% 30.0% 30.0% 30.0% 30.0%
0.0% 16.7% 28.6% 37.5% 44.4% 50.0% 50.0% 50.0% 50.0% 50.0% 50.0% 50.0% 50.0% 50.0% 50.0% 50.0% 50.0%
Develop a Rater Profile Rating Plan Example by Grade (Major) Name
Position
# of OERs previously Received from current SR
Black, A
BN XO 1/35 IN
1
Smith, D
BN S3 1/35 IN
1
Jones, T
BN XO 1/37 IN
0
Davis, R
BN XO 1/36 IN
0
Last OER/Type/Rating
Codes: Change of Rater - CR Change of Duty - CD PCS PCS Annual - AN Com the Record -CTR SR Option - SO Relief for Cause - RFC Ratings : EXCEL/PROF/CAP/UNSAT Jun 12/CR/PROF Jun 12/CR/EXCEL Jun 12/CR/PROF Jun 12/CR/PROF
Projected OER
Projected Type
Projected Rating
OER to DA (90days)
Will the officer
Next selection
Date of
Type of
would rate
Date report
receive more
board the officer
next OER
report (Use
this officer
needs to be
reports from
would be eligible for
Codes)
if I rated
at DA
you after
(Use chart profile
everyone
(except board
the proj OER,
management board
today
reports need
if so how many
How I
<50% in ACOM
Subsequent OER
Cohort YG
Next Board/Date
Projected Departure/ Promotion
dates)
to get to DA
(Adjust as
per board
events dictate)
message)
Jun-13
AN
PROF
Sep-13
Yes (1)
1999 BZ LTC- Jan 14
Nov-14
Dec-12
PCS
EXCEL
Mar-13
No
2001 BZ LTC-Jan-16
Dec-14
Jun-13
AN
Sep-13
Yes (1)
2001 BZ LTC-Jan16
Jun-14
May-13
CD
Aug-13
No
2001 BZ LTC-Jan-16
Jun-13
Sep-13
Yes (1)
2001 BZ LTC-Jan-16
May-14
EXCEL PROF EXCEL
Pike, M
BN S3 1/36Inf
0
Jun 12/CR/PROF
Bass, S
BN S-3 1/37 IN
2
July 12/CD/PROF
No
1999 BZ LTC- Jan 14
Aug-14
Doe, J
BDE S-1
1
Aug 12/PCS/EXCEL
No
2002 BZ LTC-Jan-17
Aug-12
Buck, J
BDE CM Off
0
Sep12 /CR/PROF
Sep-13
AN
Fawn, B
BDE S-3
1
Sep 12/CR/EXCEL
Apr-13
Rockfish, A
BN S-3Support
0
Jun 12/AN/PROF
Jun-13
Jun-13
AN
PROF
Dec-13
Yes (1)
2002 BZ LTC - Jan-17
Jun-14
PCS
EXCEL
Jul-13
No
2003 BZ LTC-Jan-18
Apr-14
CD
PROF
Sep-13
Yes (1)
2003 BZ LTC- Jan 18
Jan-14
This tool is on the OERS Home Page - Managing Your Rater Profile WWW.HRC.ARMY.MIL/Evaluations 35
Backup
Attributes - What a Leader Is LEADER OF CHARACTER
LEADER WITH PRESENCE
LEADER WITH INTELLECTUAL CAPACITY
COMPANY GRADE
Creates a climate that embraces Army Values. Character is aligned with the Army’s Expectations
Demonstrates good presence and confidence across expected duties of the position
Conceptual capabilities, interpersonal tact and domain knowledge are effective for Company level and below operations
FIELD GRADE
Exhibits behaviors that are a clear outward expression that aligns personal character with Army expectations
Demonstrates excellent presence, confidence and resilience in expected duties and unexpected situations
Conceptual capabilities, interpersonal tact and Domain Knowledge are effective for operations at Battalion or equivalent command, all staff levels and JIIM organizations
SENIOR GRADE
Demonstrated sense of responsibility for the Army profession. Character is of absolute integrity
Astutely manages complexity and anticipates transitions at strategic level. Viewed as champion of causes, diplomats and ambassador of high level interests
Excels at complex thinking and multiple perspectives. Adept with Army design method. Broad and deep understanding of history, world situations, technological possibility, and dynamics of large organizations
GRADE
Competencies - What a Leader Does LEADS
DEVELOPS
ACHIEVES
COMPANY GRADE
Demonstrated troop leading procedures and employment of TTPs relevant to their unit
Builds an environment of Directs and prioritizes tasks teams and teamwork; for Company level and accurately and fairly assess smaller units to include lower level organizational staff actions
FIELD GRADE
Demonstrated competence in resolving ambiguous and complex situations
Proactive in developing others through individual coaching, teaching and mentoring subordinates; accurately and fairly assess; identifies future leaders
Demonstrates ability to lead through complexity and time, decentralized operations and ill-structured problems. Prioritizes limited resources to accomplish mission
SENIOR GRADE
Sets vision for operational and strategic level operations
Creates systems and adopts policies supporting professional and personal growth across the organization. Stewards the Army’s interest in caring for and managing people and other resources
Demonstrates ability to develop and describe broad vision and framework. Organizes, resources, integrates and aligns efforts among organizations to achieve mission goals
GRADE
Attributes Character – A true professional and leader, CPT Smith embodies the Army Values in all that he does and always takes the hard right over the easy wrong. He is a caring leader who listens to Soldiers and cares for their needs. Joe tactfully instills discipline and the Warrior Ethos in his subordinates to the highest standards. He uses sound, informed judgment and upholds high ethical standards in his unit; his self-discipline, and his unit’s discipline is evidenced by his successful SHARP program. Presence – CPT Smith displays confidence and enthusiasm while projecting a positive command presence that permeates throughout his unit. As a result, his company’s APFT average is 275, the best in the brigade. Joe possesses an uncanny ability to handle stressful situations and maintain a professional military bearing when faced with adversity. During the battalion’s recent MRX, his company maintained consistent operations despite personnel shortages and lack of guidance from senior staff members, which substantiated his ability to accomplish the mission regardless of conditions. Intellect – CPT Smith is technically and tactically proficient. He seeks improvement and knowledge while maintaining the mental agility to multi-task several missions at once. Joe is a tactful leader who balances his professional and personal life and encourages his subordinates to do the same. He maintained equipment at a tactical operational readiness rate of 98%, yet still managed to qualify 99% of his company on their respective weapons system.
Competencies Leads - CPT Smith inspired and guided his team on a daily basis to accomplish his unit’s mission, which resulted in flawless execution of countless training operations and support tasks. He routinely empowered his subordinates to make decisions critical to maintaining unit cohesion by communicating instructions, orders, and directives from higher headquarters. Develops – CPT Smith encouraged his junior leaders and their subordinates to reach their full potential through regular use of online training resources and access to continued educational opportunities at local colleges. As a result, there was a 50% increase in the number of NCOs within his company with college degrees and 100% certification on Warrior Tasks and Drills. Joe approached each task as a training opportunity for his subordinates, creating a climate that expected and recognized superior performance. Achieves - CPT Smith consistently considered the capabilities and development needs of his subordinates when assigning tasks, which ensured all tasks were executed in the time available resulting in not a single missed suspense. When problems regarding the deployment of new equipment surfaced, Joe was the first to determine causes, effects, and contributing factors and then made on the spot adjustments to ensure mission success.
Develop a Senior Rater Profile Rating Plan Example by Grade (Major) Name
Position
# of OERs previously received in current position (include OERS from this Senior Rater)
Last OER/Type/Rating
Codes: Change of Rater - CR Change of Duty - CD PCS PCS Annual - AN Com the Record -CTR SR Option - SO Relief for Cause - RFC Ratings :
Projected OER
Projected Type
Projected Rating
Will the officer
Next selection
Date of
Type of
would rate
Date report
receive more
board the officer
next OER
report (Use
this officer
needs to be
reports from
would be eligible for
Codes)
if I rated
at DA
you after
(Use chart profile
everyone
(except board
the proj OER,
management board
today
reports need
if so how many
How I
<50% in MQ
MQUAL/HQUAL/QUAL/NOTQ
Black, A
BN XO 1/35 IN
1
Jun 12/CR/High Qual Jun 12/CR/Most Qual
OER to DA (90days)
Jun-13
AN
Dec-12
PCS
Jun-13
AN
May-13
CD
Jun-13
AN
Cohort YG
Next Board/Date
Projected Departure/ Promotion
dates)
to get to DA
(Adjust as
per board
events dictate)
message)
High Qual
Subsequent OER
Sep-13
Yes (1)
1999 BZ LTC- Jan 14
Nov-14
Mar-13
No
2001 BZ LTC-Jan-16
Dec-14
Sep-13
Yes (1)
2001 BZ LTC-Jan16
Jun-14
High Qual
Aug-13
No
2001 BZ LTC-Jan-16
Jun-13
Most Qual
Sep-13
Yes (1)
2001 BZ LTC-Jan-16
May-14
Most Quak
Smith, D
BN S3 1/35 IN
1
Jones, T
BN XO 1/37 IN
0
Davis, R
BN XO 1/36 IN
0
Pike, M
BN S3 1/36Inf
0
Bass, S
BN S-3 1/37 IN
2
July 12/CD/High Qual
No
1999 BZ LTC- Jan 14
Aug-14
Doe, J
BDE S-1
1
Aug 12/PCS/Most Qual
No
2002 BZ LTC-Jan-17
Aug-12
Buck, J
BDE CM Off
0
Sep12 /CR/High Qual
Dec-13
Yes (1)
2002 BZ LTC - Jan-17
Jun-14
Jul-13
No
2003 BZ LTC-Jan-18
Apr-14
Sep-13
Yes (1)
2003 BZ LTC- Jan 18
Jan-14
Fawn, B
BDE S-3
1
Rockfish, A
BN S-3Support
0
Jun 12/CR/Most Qual Jun 12/CR/High Qual Jun 12/CR/Most Qual
Sep 12/CR/Most Qual Jun 12/AN/High Qual
Sep-13
AN
Apr-13
PCS
Jun-13
CD
Most Qual
High Qual Most Qual High Qual
This tool is on the OERS Home Page - Managing Your Senior Rater Profile WWW.HRC.ARMY.MIL/Evaluations
Mission Command Per Chapter 1, 1-4, ADRP 6-22 Mission command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations (ADP 6-0). Mission command calls for leaders with the ability to build a collaborative environment, the commitment to develop subordinates, the courage to trust, the confidence to delegate, the patience to overcome adversity, and the restraint to allow lower echelons to develop the situation. Specifically, mission command requires that leaders receive training, education, and experience to become: • Critical and creative problem solvers, agile and able to make decisions in operational environments with uncertainty, complexity, and change • Skilled at applying the Army Design Methodology and the operations process • Skilled communicators able to create shared understanding and support for the mission • Practitioners able to integrate their efforts with unified action partners, sensitive to the operational and strategic implications of their actions • Inspirational leaders who are able to engender utmost trust and confidence with and among subordinates and fellow leaders • Lifelong students of the Army profession • Adaptive leaders skilled in the art and science of influence, including negotiation and mediation
SHARP Guidance
• Applies to evaluation with a FROM date of 28 SEP 13 • Heightens awareness of the SHARP/EO/EEO programs • Discussed during counseling (Support Form) and assessed on the evaluation • Soldiers will actively seek opportunities to improve the climate in their organization • Applies to all Soldiers; not just Commanders • Applies to the DA 1059
Unclassified
