June 2016 2 The Performance Evaluation 3 Learning Objective ACTION Review a Completed Evaluation Report CONDITIONS Midgrade HR Leaders in a classroom environment working individually and as a member of a small group using doctrinal and administrative publications practical ID: 685819
Download Presentation The PPT/PDF document "Review a Completed Evaluation Report" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
Review a Completed Evaluation Report
June 2016Slide2
2
“The Performance Evaluation”Slide3
3
Learning ObjectiveACTION: Review a Completed Evaluation Report CONDITIONS: Mid-grade HR Leaders in a classroom environment working individually and as a member of a small group, using doctrinal and administrative publications, practical exercises, case studies, personal experience, handouts, discussion and an awareness of the Operational Environment (OE) variables and actors.Standards: Application includes:1. Identification of the principles of the Evaluation Reporting System (ERS).2. Determination rating chain qualifications and responsibilities. 3. Identification of the types of Evaluations. 4. Verification of correct and accurate entries for information entered in Part I through VII of the Officer Evaluation Report (OER) and Part 1 through V of the Noncommissioned Officer Report (NCOER).Slide4
4
Evaluation Entry System (EES) Homepage https://evaluations.hrc.army.mil/10 most current Evaluations
10 most current
Support FormsSlide5
5
Electronic Submissions
Electronic Submissions
: Requires Digital SignaturesSlide6
6
Categories of Reports IN ERSMandatory and/or Optional Evaluations – Officer Evaluation Reports and NCO Evaluation Reports
School Evaluations
–
Academic Evaluation Reports for both military and civilian institutions
AR 623-3, para 1-8a(4)Slide7
7
Types of Evaluation ReportsTwo types: MandatoryMandatory
Further divided into:
“90-day minimum”
“other than 90-day minimum”
To determine 90-day minimum requirements, nonrated periods are deducted from total number of days in rating period
AR 623-3, Para 3-2cSlide8
8
CharacteristicCurrent NCOER (DA Form 2166-8)New NCOER (DA Form 2166-9 Series)
NCOER Counseling Support Form
Based on
the Leadership Dimensions of FM 22-100
Rater
counsels initially and quarterly
Senior Rater – no requirement to counsel
Reviewer – no requirement to counsel; provides oversight/assists rating chain
Aligns
with Leadership Requirements Model of ADP 6-22
Rated NCO provides goals and expectations
Rater counsels initially and quarterly
Senior Rater counsels, at a minimum, twice during rating period
Supplemental Reviewer provides oversight/assists rating chain
Incorporates SSD/NCOES completion box for next grade
Form
One report for all NCOs
Three reports
SGT
(Direct Level)
SSG through 1SG/MSG
(Organizational)
CSM/SGM (Strategic)
Rating Chain Responsibilities
Rater
assesses performance and potential
Senior Rater assesses performance
and potential
Reviewer
provides oversight/assists rating chain
Rater assesses performance
Senior Rater assesses potential
Supplemental Reviewer provides
oversight/assists rating chain
Army Leadership
Doctrine
Based on
the Leadership Dimensions of FM 22-100
Aligns
with Leadership Requirements Model of ADP 6-22
Assessment Format
Bullet comments
f
or all NCOs
Rater
Bullet comments for SGT through 1SG/MSG
Narrative comments for CSM/SGM
Senior Rater – narrative comments for all NCOs
Senior Rater Assessment
Uncontrolled
promotion-based“1” – Recommendation for immediate promotion“2” – Strong recommendation for promotion“3” – Recommendation for promotion“4” – Should not be promoted at this time“5” – Do not promoteControlled potential-basedMost Qualified (24%)Highly QualifiedQualifiedNot QualifiedRating Chain AccountabilityNo accountabilityRater Tendency Label and Constrained Senior Rater Profile for SSG through CSM/SGM
What is Changing? Slide9
9
Rated NCO Rater Senior Rater CSM Posey LTC Jones COL Reese Bn CSM Bn Cdr Bde Cdr 20080901 20081001 20081115
Rated NCO Rater Senior Supplementary
Rater Reviewer(as needed)
NCO Rating Chain Example
SGT Jones SSG Smith SFC Johns CPT Ding
Tm Ldr Squad Ldr PLT SGT Company Cdr
20080901 20081001 20081115 20081215Slide10
10
NCOER Support Form- Page 1
Up to 7 lines of text
Up to 2 lines of text
Up to 2 lines of text
Up to 16 lines of textSlide11
11
NCOER Support Form- Page 2Up to 8 lines of text for each fieldSlide12
12
DA Form 2166-9 Page 1
Up to 7 lines of text
Up to 5 lines of text
Bullet comments for all grade plates except Strategic Report (CSM/SGM)Slide13
13
Direct-level Report (SGT)- Page 2Up to five (5) lines of text (bullet format)
Up to 5 lines of narrative text
Up to eight (8) lines of text (bullet format) for each field in Part IV, blocks c through hSlide14
14
Organizational-level (SSG-1SG/MSG) - Page 2Up to eight (8) lines of text (bullet format) for each field in Part IV, blocks c through h
Up to five (5) lines of text (bullet format)
Up to 5 lines of narrative textSlide15
15
Strategic-level (CSM/SGM) - Page 2
Up to 5 lines of narrative text
Up to 4 lines of narrative text
Up to 5 lines of narrative textSlide16
16
Far Exceeded Standards(Applies to Organizational and Strategic-level NCOERs)
FAR EXCEEDED STANDARD
Rated NCO performs extraordinarily above the required Army standards and organizational goals of leader competencies and attributes;
leadership enables Soldiers and unit to far surpass required organizational and Army standards; demonstrated performance epitomizes excellence in all aspects; this NCO and his/her Soldiers consistently take disciplined initiative in applying leader competencies and attributes; results have an immediate impact and enduring effect on the mission, their Soldiers, the unit, and the Army;
demonstrated by the best of the upper third of NCOs of the same grade.
placed 1st of 23 teams in the recent LTG David E. Grange Jr. Best Ranger Competition
nominated and selected over 11 senior NCOs to serve as the Army Corrections Command Operations Sergeant
selected as the Secretary of the Army Career Counselor of the Year; incomparable retention knowledge
expertly led his/her SGLs to earn an Institute of Excellence rating within eight months of arrival
selected by Corps/Division G-1 as the best Brigade S-1 within area of responsibilitySlide17
17
Exceeded Standards Applies to Organizational and Strategic-level NCOERs
EXCEEDED STANDARD
Rated NCO performs above the required Army standards and organizational goals of leader competencies and attributes;
this NCO and his/her Soldiers often take disciplined initiative in applying leader competencies and attributes; results have an immediate impact on the mission, their Soldiers, the unit, and the Army; this level of performance is not common,
typically demonstrated by the upper third of NCOs of the same grade.
mentored two squad members to be inducted into the Sergeant Audie Murphy Club
graduated from M1A2/MGS/Bradley Master Gunner’s Course
scored 2+/2+ on the Defense Language Proficiency Test (DLPT); surpassed Army standard in a Category IV language
recognized with the Military Outstanding Volunteer Service Medal for volunteering over 100 hours with local community
selected over eight seniors and 15 peers by the Deputy Commanding General to serve as Master DriverSlide18
18
Met Standard (applies to all Grade Plate NCOERs)
MET STANDARD
Rated NCO successfully achieves and maintains the required Army standards and organizational goals of leader competencies and attributes;
effectively meets and enforces the standard for the unit and those in his/her charge; succeeds by taking appropriate initiative in applying the leader competencies and attributes; results have a positive impact on the mission, their Soldiers, the unit, and the Army; this level of performance is considered normal and
typically demonstrated by a majority of NCOs of the same grade.
established
a
w
orkplace
environment
and
overall
command climate
that
fostered
dignity
a
nd respect for all team membe
r
s
scored 263 on last
APFT helping
company
to
achieve a 250 average
assisted
in
the
w
eapons
qu
a
lification
of
200 Soldiers throughout the battaliondeveloped a strong priority work plan and anticipated constant change; successfully completed all missionsdeveloped several SOPs that were effectively used by Soldiers for accomplishment of daily missionsSlide19
19
Did Not Met Standard (applies to all Grade Plate NCOERs)
DID NOT
MEET STANDARD
Rated NCO fails to meet or maintain the required Army standards and organizational goals of leader competencies and attributes;
does not enforce or meet the standard for the unit or those in his/her charge; exhibits/displays minimal or no effort; actions often have a negative effect on the mission, their Soldiers, the unit, and the Army.
failed to consistently adhere to rules, regulations, or standard operating procedures
demonstrated no concern for security and accountability of sensitive items
displayed meager enthusiasm and optimism; his/her actions discouraged others to develop and reach their full potential
failed to maintain accountability of Soldiers under his supervision; fabricated status reports
declined to address subordinate’s request for assistance with personal issuesSlide20
20
Rater Tendency Label (applies to SSG-CSM/SGM)2
3
6
1 Total
Ratings:
12
Note: This is the Rater’s “capstone” assessment of performance and opportunity to “stratify / quantify.”Slide21
21
Senior Rater Assessment(SSG-CSM/SGM)Limited to 24%Slide22
Each group has 20 minutes to analyze the three different reports grade plate evaluations. Direct Level, Organizational, and Strategic. Identify the differences between the old and new.Each group has 10 minutes to present their analysis to the class.GROUP PRACTICAL EXERCISE GROUP 1SGT (Direct Level)
GROUP 2SSG through 1SG/MSG (Organizational)GROUP 3CSM/SGM (Strategic)Slide23
Revised Officer Evaluation ReportsSlide24
24
RATING CHAIN OFFICIALMINIMUM TIMERANK REQUIREMENTRater90 consecutive daysOfficer of the U.S. or Allied ForcesSenior to rated officer; no civilian rank requirement
Intermediate Rater
60 rated days
Senior to rated officer; no civilian rank requirement; sister or Allied service ok
Senior Rater
60
consecutive days
Varies by rank of rated officer
Officer Rating Chain Qualifications
Supplementary
Reviewer
60
consecutive days
No uniformed Army designated rating officials
for the rated officer, an Army officer within the organization will be designated as a Uniformed Army Advisor (relief of cause)
623-3,Table 2-1Slide25
25
Rated Rater Intermediate Senior
Officer Rater Rater
LTC Jones COL Reese N/A MG Smith
Bn
Cdr
Bde
Cdr
Div
CG
20081001 20081115 20081215
CH(CPT) Cox MAJ Black CH(MAJ) Ivy LTC Jones
Bn
Chaplain
Bn
XO
Bde
Chaplain
Bn
Cdr
20080625 20080812 20081104 20081001
Rating Chain ExampleSlide26
26
Types of Evaluation ReportsTwo types: MandatoryMandatory
Further divided into:
“90-day minimum”
“other than 90-day minimum”
To determine 90-day minimum requirements, nonrated periods are deducted from total number of days in rating period
AR 623-3, para. 3-2cSlide27
27
Types of Reports - Mandatory90-Day Minimum
Other than 90-Day Minimum
Initial Tour of Extended Active Duty
Application for Active Army Appointment
Funded Legal Education Program
HRC DirectedSlide28
OER Support Form Page 1
UnclassifiedMILPER 13-349 released 3 DEC 13
Data transferable between the support and evaluation forms within EES
Facilitates the rater’s ability to easily complete future OERs
Performance based counseling tool
Ties performance objectives to measureable accomplishments Slide29
OER Support Form Page 2
Unclassified
Nested with the current leadership doctrine (ADRP 6-22)
Character
Presence
Intellect
Leads
Develops
Achieves
Pages 3-5 of the form contain instructions to assist Slide30
Company Grade Form Page 1
Unclassified
Up to 4 lines of text
Administrative data remains consistent with the old OER (67-9)
Highlights the need for a supplementary reviewer is required by updated AR / DA PAM 623-3
Addresses the completion of the multi-source assessment feedback
Rater’s comments pertaining to APFT move to page 1
Performance block checks and the Rater’s overall performance assessmentSlide31
Company Grade Form Page 2
Unclassified
Up to 5 lines of text
Up to 5 lines of text
Up to 4 lines of text
Focused on Attributes and Competencies (6-22)
Character
Presence
Intellect
Leads
Develops
Achieves
Intermediate Rater if applicable
Senior Rater block checks redefined to better identify leader potential
Most Qualified
Highly Qualified
Qualified
Not QualifiedSlide32
Field Grade Form Page 1
Unclassified
Administrative data remains consist with the CO Grade evaluation
Raters have the opportunity to comment on possible broadening and operational assignments
Attribute of Character is highlighted on the Field Grade FormSlide33
Field Grade Form Page 2
UnclassifiedUp to 5 lines of text
Up to 5 lines of text
Up to 5 lines of text
Up to 4 lines of text
Rater comments on the Officer’s performance against the Attributes and Competencies during the rating period
Box checking philosophy remain consistent; less than 50% Excels
Rater’s overall performance is further codified in the Comments sectionSlide34
Strategic Report (COL) Page 1 Admin data mirrors Company and Field Grade forms Raters will recommend future strategic assignments to assist talent managers in placing the Rated Officer into their next duty assignment
UnclassifiedSlide35
Strategic Report (COL) Page 2
Cumulative percentage must remain below 50%Unclassified
Up to 5 lines of text
Up to 5 lines of text
Rater’s of COLs will comment on the Officer’s potential
Senior Rater box check labels change from Company and Field Grade Officer formsSlide36
Strategic Report (BG) Report
Unclassified 1-Page OER for BGs Rater and Senior rater both comment on character and potential No rater and senior rater box check Processes thru HRC to Officers Army Military Human Resource Record