Title slide

Report
Evaluation System
Rater and Senior Rater
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 Sr. Rater Narrative
2 Sr. Rater DA Label (& info within)
3 Senior Rater Population Size
4 Rater Label (& info within)
5 Rater Narrative
Role of the Senior Rater
Do 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
• Take appropriate action with problem rating officials as necessary
• 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
• 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. Those that can improve will
•
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
(Lead, Develop, Achieve)
For example: What Builds Trust looks like:
• 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 and 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 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

Be prepared to explain/justify your rating

LT/WO1 reports are masked after promotion to CPT/selection to CW3
•
Don’t be afraid of Referred Reports
•
Clearly articulate success and failures and explain
•
Know your rated population, e.g., how they perform, when they are eligible
for boards, when reports will be due
•
Review rating chains regularly and ensure they are current
•
Know your profile at all times
•
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
Rater overall assessment of rated officer’s performance compared to officers in same grade
• Limited to Company and Field Grade forms
e. This Officer’s Overall Performance is Rated as: (Select one box representing Rated Officer’s overall performance compared to others of
the same grade whom you have rated in your career. Managed at less than 50% in EXCELS.) I currently rate____ Army Officers in this grade.
EXCELS
EXCELS
(49%)
()
PROFICIENT
CAPABLE
UNSATISFACTORY
X
Comments:
Example Rater Label:
HQDA COMPARISON OF THE RATER’S PROFILE AND BOX CHECK AT THE TIME THIS REPORT PROCESSED
EXCELS
(49%)
()
RO: RANK SOLDIERS NAME
SSN: xxx-xx-xxxx
DATE:
RATINGS THIS OFFICER:
PROFICIENT
R: RANK/GRADE NAME
SSN: xxx-xx-xxxx
TOTAL RATINGS:
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
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 mind (undo) on 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: Online Evaluation completion 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
Credit
NA
NA
3
3
Example, Mark ANN 20140415
1
1
3
0
0
Example, Sam CTR 20140501
1
1
4
0
0
Example, Amb SRO 20140515
1
2
4
0
0
Example, Bob
SRO 20140530
1
3
4
0
0
Example, June ANN 20140601
1
4
4
0
0
Example, Tom ANN 20140615
1
4
4
0
1
4
4
0
1
4
4
0
1
4
4
0
1
4
4
0
1
4
4
0
1
4
4
0
1
4
4
0
1
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
4
0
1
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
16
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%
FUTURE
% Limit
<50%
Unlimited
Migrates to new
system
MOST QUALIFIED
HIGHLY QUALIFIED
QUALIFIED
NOT QUALIFIED
TOTAL
#RATINGS Rating%
4
44.44%
5
55.56%
0
0.00%
0
0%
9
100%
% Limit
<50%
Unlimited
COL
FUTURE
CURRENT
ABOVE CENTER OF MASS
CENTER OF MASS
BELOW CENTER OF MASS ®
BELOW CENTER OF MASS
(DNR)
TOTAL
#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%
% 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
1
3
0
0
4
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
Name
Type Thru
Rpt Date
Box Checks
M ULTI
STAR
Credit
Example, Mark
Example, Sam
Example, Amb
Example, Bob
Example, June
Example, Tom
NA
ANN
CTR
SRO
SRO
ANN
ANN
NA
20140415
20140501
20140515
20140530
20140601
20140615
PROM OT RETAIN
E TO BG AS COL
0
1
1
1
1
1
1
5
0
Total Date Due % Total
Reports to HRC Multi Star
Profile
NOT
QUAL
M ULTI
STAR
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
PROM OT RETAIN
E TO BG AS COL
0
1
2
3
4
5
6
6
6
6
6
6
6
6
6
6
6
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
% Total
Prom to
BG
COMB %
NOT
QUAL
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
5
6
7
8
9
10
11
11
11
11
11
11
11
11
11
11
11
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 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
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
#VALUE!
16.7
28.6
37.5
44.4
50
54.5
54.5
54.5
54.5
54.5
54.5
54.5
54.5
54.5
54.5
54.5
16.67%
28.57%
37.50%
44.44%
50.00%
54.55%
54.55%
54.55%
54.55%
54.55%
54.55%
54.55%
54.55%
54.55%
54.55%
54.55%
16
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.
Example Rater Overall Performance Narratives
Exclusive:
 CPT Smith is my #1 performer of the 24 captains that I currently rate. His leadership style
contributes to the positive command climate in his company, and the discipline he instills in
his subordinates has led to the top scores in both PT and marksmanship in this command.
He already performs at the level of a field grade officer.
Strong:
 Superb performance! CPT Smith has demonstrated that he can out-perform most of the
CPTs in this Battalion. 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 extra effort. A truly superior officer.
Unclassified
Example Exclusive Senior Rater Narratives
 Without question #1 of 59 hand selected captains and in the top 20 of 279 officers
assigned to my organization, regardless of rank. Jim was hand selected as the right officer to
handle one of my challenging tasks: learn everything there is to know about the Army
Transportation System; Jim has done all that and more. On the path to becoming a future
senior leader within our Army, groom him by selecting him for a development fellowship.
Select immediately for promotion to major below the zone. Future Battalion Commander.
 CPT Smith is in the top 5% of all the Captains I rate, and his demonstrated potential places
him as the number 1 logistician in the battalion. CPT Smith’s work ethic and logistical
expertise have led to the success of countless training operations, support taskings, and the
overall success of this battalion. He successfully completed the demanding Special Forces
Assessment and Selection Course and will attend the SFQC. CPT Smith possesses
unlimited potential. Promote below the zone to Major, and send to resident ILE. He has the
potential to be a Battalion Commander.
Unclassified
Example Strong Senior Rater Narratives
 MAJ Green is among the very finest and professional officers with whom I have had the
privilege to work in my 26 years of service. Calm under intense pressure, analytical of
extremely complex problems, and she always produces well throughout solutions and
recommendations. A self-starter, MAJ Green sought out the hardest projects to produce first
class results. An all-star performance across the board. If it were within my authority, I would
promote her to LTC today and keep her close until the end of my career. Brilliant, absolutely
brilliant.
 Superb! MAJ Jones’s performance in an extremely difficult and challenging assignment
has been absolutely outstanding. A selfless and dedicated officer, MAJ Jones masterfully
handled all the tough jobs in the directorate. His demonstrated potential makes him the right
choice for the difficult jobs that require innovative planning, meticulous execution, and extra
effort. Absolutely unlimited potential. Promote immediately and assign to tough positions of
maximum responsibility. A truly superior officer.
Unclassified
Develop a Senior Rater Profile Rating Plan
Example by Grade (Major)
Name
Position
# of OERs
previously
received in
current
position
(include
previous
SR's OERS)
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 ACOM
MQUAL/HQUAL/QUAL/NOTQ
Black, A
BN XO 1/35 IN
1
Jun 12/CR/High Qual
Jun 12/CR/Most Qual
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
Doe, J
BDE S-1
1
Aug 12/PCS/Most Qual
Buck, J
BDE CM Off
0
Sep12 /CR/High Qual
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
OER to
DA (90days)
Jun-13
AN
Dec-12
PCS
Jun-13
AN
May-13
CD
Jun-13
AN
per board
events dictate)
message)
Most Quak
Most Qual
High Qual
Most Qual
Sep 12/CR/Most Qual
Jun 12/AN/High Qual
AN
Apr-13
PCS
Jun-13
CD
High Qual
Most Qual
High Qual
Next Board/Date
dates)
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
Aug-13
No
2001 BZ LTC-Jan-16
Jun-13
Sep-13
Yes (1)
2001 BZ LTC-Jan-16
May-14
No
1999 BZ LTC- Jan 14
Aug-14
No
2002 BZ LTC-Jan-17
Aug-12
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
This tool is on the OERS Home Page - Managing Your Senior Rater Profile
WWW.HRC.ARMY.MIL/Evaluations
Projected
Departure/
Promotion
Sep-13
July 12/CD/High Qual
Sep-13
Cohort
YG
to get to DA
(Adjust as
High Qual
Subsequent
OER
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

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