Review a Completed Evaluation Report - PowerPoint Presentation

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Review a Completed Evaluation Report

June 2016Slide2

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“The Performance Evaluation”Slide3

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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

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Evaluation Entry System (EES) Homepage https://evaluations.hrc.army.mil/10 most current Evaluations

10 most current

Support FormsSlide5

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Electronic Submissions

Electronic Submissions

: Requires Digital SignaturesSlide6

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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

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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

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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

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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

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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

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NCOER Support Form- Page 2Up to 8 lines of text for each fieldSlide12

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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

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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

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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

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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

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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

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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

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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

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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

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Rater Tendency Label (applies to SSG-CSM/SGM)2

3

6

1 Total

Ratings:

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Note: This is the Rater’s “capstone” assessment of performance and opportunity to “stratify / quantify.”Slide21

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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

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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

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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

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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

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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