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1. 1 Good morning/afternoon. I am ____________from the U.S. Total Army
Human Resources Command.
My purpose here today is to provide you with an informational briefing on the new Officer Evaluation Reporting System, or OERS. I am assisted by ______________.
The briefing will take about one hour. In the interest of time I ask that you
hold your questions until the end. We will have a question and answer period
after the presentation.
If anyone is particularly interested, I will remain in the area afterwards to answer any questions individually. So let’s begin the briefing.
Good morning/afternoon. I am ____________from the U.S. Total Army
Human Resources Command.
My purpose here today is to provide you with an informational briefing on the new Officer Evaluation Reporting System, or OERS. I am assisted by ______________.
The briefing will take about one hour. In the interest of time I ask that you
hold your questions until the end. We will have a question and answer period
after the presentation.
If anyone is particularly interested, I will remain in the area afterwards to answer any questions individually. So let’s begin the briefing.
2. 2 Information/Transformation Initiatives
How Officer Boards Work
Facts
NCOER System Update
OER
Intent
System Update/Results from Selection Boards
Rater Tips/Process
Senior Rater Tips/Process/Philosophy
Instruction to Selection Boards
Profile Management
Questions and Answers
3. 3
4. 4
5. 5
6. 6 Notes:
The Evaluations Office retains its goals of moving the Army’s evaluation system to what was outlined in earlier slides. Notes:
The Evaluations Office retains its goals of moving the Army’s evaluation system to what was outlined in earlier slides.
7. 7
8. 8 Electronic Evaluations Bottom Line Impacts Positive impacts mirrored in other Army forms
Electronic evaluations:
Provide electronic signature for dispersed locations
Support Soldiers in all three components (RA, USAR, & ARNG)
Transform methods of getting and moving information
Improve content & make the process easier
Improves what users have today (and provide more)
Eliminates Personnel Service Battalions eval processing (supports Transformation/PSDR)
Improves reliability of submission timeliness
Reduce, or eliminate, overnight mailing costs
Works to eliminate interim & legacy systems currently used
Make counseling administratively worth the time
9. 9
10. 10 Notes:
Evaluations are Rater driven. The relationship between a rater and a rated Soldier is the one that matters. When that relationship is severed for any reason (i.e., PCS, change of duty, extended TDY) or if an optional reason emerges (i.e., complete the record, or SR departure) a report is written. If there is no such change or option take in a 12 month period, an Annual report is due.
The best preventative actions needed to avoid late reports are the first two items on this list – have a rating scheme and make sure counseling is completed. When these two items are not in place it is much harder to identify that reports are due and to get them completed on time. Also, these two elements are the two that best support adequate and effective leader development in units.
There are many tools available for three components to assist in the management of evaluation systems. Elements are not identical across the components but we are working to make it so.
Currently, only the unit can accurately predict when the next evaluation is due as they know the personnel changes. We have planned improvements to the AKO “My Forms” tracking system to allow for greater higher headquarters and HQDA visibility for annual reports. Notes:
Evaluations are Rater driven. The relationship between a rater and a rated Soldier is the one that matters. When that relationship is severed for any reason (i.e., PCS, change of duty, extended TDY) or if an optional reason emerges (i.e., complete the record, or SR departure) a report is written. If there is no such change or option take in a 12 month period, an Annual report is due.
The best preventative actions needed to avoid late reports are the first two items on this list – have a rating scheme and make sure counseling is completed. When these two items are not in place it is much harder to identify that reports are due and to get them completed on time. Also, these two elements are the two that best support adequate and effective leader development in units.
There are many tools available for three components to assist in the management of evaluation systems. Elements are not identical across the components but we are working to make it so.
Currently, only the unit can accurately predict when the next evaluation is due as they know the personnel changes. We have planned improvements to the AKO “My Forms” tracking system to allow for greater higher headquarters and HQDA visibility for annual reports.
11. 11
12. 12
13. 13
14. 14 Key Points:
Percentages do not seem to be improving however, there are outside impacts that affect the overall percentage:
On 22 May 07, processing consolidated (profiles being the most obvious item). On the same day we created 1 location for submission (Alexandria) and 1 time requirement (90 days). For USAR this period is 30 days fewer than previous (120 days). We are still finding individuals who are unaware of the change.
AKO My Forms use has stabilized at about 20% of all OER received. We are finding units which are unaware and individuals who will digitally sign reports. We are increasing publicity and education efforts as well as looking for ways to turn off submission options (allow only My Forms and mail). The NCOER send to HRC feature will start 9-10 Oct 07. We will turn off NCOER Upload for active units in Jan 08. Always, deployed units will have many options available to them.
Consolidation allows us to find and fix OER which were submitted years ago but never completed processing for some reason. These have to be moved forward to process for profiling reasons if a profile is involved. These are now considered late but the greater impact is that OER are being added to Soldier’s OMPF which were not there previously.
Units are turning in multiple reports which have never been turned in previously and I’m not sure of the reasons for this. We’ve been working with USARC to identify and inform.
We are also targeting senior rater populations with information (next slide Majors) and targeting USAR RRC for education and training on My Forms. Most receipts, when sent in My Forms, occur within 30 days of the THRU date. Key Points:
Percentages do not seem to be improving however, there are outside impacts that affect the overall percentage:
On 22 May 07, processing consolidated (profiles being the most obvious item). On the same day we created 1 location for submission (Alexandria) and 1 time requirement (90 days). For USAR this period is 30 days fewer than previous (120 days). We are still finding individuals who are unaware of the change.
AKO My Forms use has stabilized at about 20% of all OER received. We are finding units which are unaware and individuals who will digitally sign reports. We are increasing publicity and education efforts as well as looking for ways to turn off submission options (allow only My Forms and mail). The NCOER send to HRC feature will start 9-10 Oct 07. We will turn off NCOER Upload for active units in Jan 08. Always, deployed units will have many options available to them.
Consolidation allows us to find and fix OER which were submitted years ago but never completed processing for some reason. These have to be moved forward to process for profiling reasons if a profile is involved. These are now considered late but the greater impact is that OER are being added to Soldier’s OMPF which were not there previously.
Units are turning in multiple reports which have never been turned in previously and I’m not sure of the reasons for this. We’ve been working with USARC to identify and inform.
We are also targeting senior rater populations with information (next slide Majors) and targeting USAR RRC for education and training on My Forms. Most receipts, when sent in My Forms, occur within 30 days of the THRU date.
15. 15
16. 16 NOTES:
1. This shows the details found by individuals within their Timeliness Report. This explains which report is late. This information would not be placed in an individual’s OMPF If that decision was made. NOTES:
1. This shows the details found by individuals within their Timeliness Report. This explains which report is late. This information would not be placed in an individual’s OMPF If that decision was made.
17. 17
18. 18 Evaluation Systems (Facts) Mission of the OER & NCO-ER is to identify your best (AR 623-3)
Both OER and NCO-ER are assessment tools. OER:
A forced distribution system (All Services have one)
SR top box restricted to <50% (CW3, CW4, MAJ, LTC, COL, BG)
SR narrative focuses on quantifiable performance and potential
Promotion selection system is based on Army requirements
Use the top box to identify your best officers and quantified narratives
Cannot predict selection board results on ACOM or COM labels
(Boards use the Whole File Concept)
Based on a series of reports
(Boards use the Whole File Concept)
Commander is overall care-taker of all personnel systems
Counseling is key.
19. 19
20. 20 This slide depicts the preparation that takes place prior to the convene date of a board. You will see that the branches in OPMD are involved in the process from beginning (Convene Date - 85) to the end (Convene Date). This slide depicts the preparation that takes place prior to the convene date of a board. You will see that the branches in OPMD are involved in the process from beginning (Convene Date - 85) to the end (Convene Date).
21. 21 Each of the authorities listed above are building blocks for the board selection process. As stated on the previous slide, promotion boards are rooted in law – Title 10, USC. For example, some of the base requirements derived in law state that a promotion board must have “5 or more officers of the same armed force as the officers under consideration by the board, …serving in a grade higher than the grade of the officers under consideration by the board…” and that no member may be “below major or lieutenant commander”. The Army, through regulations and policy, chooses to be more restrictive and fair by regulating that all board members must be in the grade of Lieutenant Colonel or higher, and that boards, as a matter of policy, must follow specific branch, minority and gender requirements to ensure fair representation of the considered population.Each of the authorities listed above are building blocks for the board selection process. As stated on the previous slide, promotion boards are rooted in law – Title 10, USC. For example, some of the base requirements derived in law state that a promotion board must have “5 or more officers of the same armed force as the officers under consideration by the board, …serving in a grade higher than the grade of the officers under consideration by the board…” and that no member may be “below major or lieutenant commander”. The Army, through regulations and policy, chooses to be more restrictive and fair by regulating that all board members must be in the grade of Lieutenant Colonel or higher, and that boards, as a matter of policy, must follow specific branch, minority and gender requirements to ensure fair representation of the considered population.
22. 22 The Memorandum of Instruction provides board members with their charter for conduct of the board. The memorandum of instruction is signed by the convening authority – for promotion boards, the Secretary of the Army; for command boards, the Chief of Staff, Army – and for most other boards that are derived from policy, the Army G1. Each memorandum provides the maximum or minimum select requirements, subject to and special skill constraints; the authority for the board, whether it is law, regulation or policy; the board’s mission, zones of consideration and any other relevant guidance.
Also, every board MOI contains DA Memo 600-2, Policies for Active Component Officer Selection Boards, and Department of Defense Instruction 1320.14, Commissioned Officer Program Procedures, as reference.
The Memorandum of Instruction provides board members with their charter for conduct of the board. The memorandum of instruction is signed by the convening authority – for promotion boards, the Secretary of the Army; for command boards, the Chief of Staff, Army – and for most other boards that are derived from policy, the Army G1. Each memorandum provides the maximum or minimum select requirements, subject to and special skill constraints; the authority for the board, whether it is law, regulation or policy; the board’s mission, zones of consideration and any other relevant guidance.
Also, every board MOI contains DA Memo 600-2, Policies for Active Component Officer Selection Boards, and Department of Defense Instruction 1320.14, Commissioned Officer Program Procedures, as reference.
23. 23 There are two different manners in which selection boards are conducted. For a fully qualified board, officers are graded YES or NO against whether they are “qualified professionally and morally to perform the duties expected of an officer in the next higher grade.” For Best Qualified Boards, which some Special Branch CPTs boards are conducted as, and the majority of all other promotion, command and school boards, an officer must be fully qualified and “meet the specific branch, functional area or skill requirements” to meet the needs of the Army. These needs are spelled out in the Memorandum of Instruction as the maximum and/or minimum select numbers by branch, functional area, or other specific skill identifier.
There are two different manners in which selection boards are conducted. For a fully qualified board, officers are graded YES or NO against whether they are “qualified professionally and morally to perform the duties expected of an officer in the next higher grade.” For Best Qualified Boards, which some Special Branch CPTs boards are conducted as, and the majority of all other promotion, command and school boards, an officer must be fully qualified and “meet the specific branch, functional area or skill requirements” to meet the needs of the Army. These needs are spelled out in the Memorandum of Instruction as the maximum and/or minimum select numbers by branch, functional area, or other specific skill identifier.
24. 24 This is an example word picture that is used for a Fully Qualified board. In additional to being voted YES or NO, and officer can also be voted Show Cause if there is a Show Cause mission for that particular board. Show cause is based on derogatory information that is present in an officer’s file.This is an example word picture that is used for a Fully Qualified board. In additional to being voted YES or NO, and officer can also be voted Show Cause if there is a Show Cause mission for that particular board. Show cause is based on derogatory information that is present in an officer’s file.
25. 25 Just for information, this is a typical In and Above the Zone word picture used for the majority of Best Qualified Boards. In either case, the end result is each board members votes against these scales and scores an officer’s file accordingly
Admin Note: Numbers +/- (left column) are specific to boards (board language)
and are prohibited from being used in evaluation narratives or bullet comments by AR 623-3.
Just for information, this is a typical In and Above the Zone word picture used for the majority of Best Qualified Boards. In either case, the end result is each board members votes against these scales and scores an officer’s file accordingly
Admin Note: Numbers +/- (left column) are specific to boards (board language)
and are prohibited from being used in evaluation narratives or bullet comments by AR 623-3.
26. 26
27. 27
28. 28
29. 29 The key to success is understanding what goes before a board. Your board file is composed of your DA Photo, your Office Record Brief, and your Official Military Personnel File to include your Performance and Commendatory files. For certain special branches, education and training files may be present to ensure educational and certification gates are met. If you have a Letter to the Board President, an Approved Retirement Letter, or any disciplinary data that has been filed in your Performance Fiche, it will appear first, in that order, before the board.The key to success is understanding what goes before a board. Your board file is composed of your DA Photo, your Office Record Brief, and your Official Military Personnel File to include your Performance and Commendatory files. For certain special branches, education and training files may be present to ensure educational and certification gates are met. If you have a Letter to the Board President, an Approved Retirement Letter, or any disciplinary data that has been filed in your Performance Fiche, it will appear first, in that order, before the board.
30. 30 The DA photo is the first item in the majority of board files (behind Letters to the Board President, Approved Retirement Letters or derogatory data). According to regulation, they must be current within 5 years, and should be in your current grade. They are required to be digital or color, but board members are cautioned not to draw adverse inference from the type or quality of the photo in the file. Officer’s are temporarily exempt if photo facilities are not available or conditions do not permit (such as deployment to hostile fire areas). The DA Photo is the “handshake” that an officer provides with the board member, and is important in making a good first impression. The DA photo is the first item in the majority of board files (behind Letters to the Board President, Approved Retirement Letters or derogatory data). According to regulation, they must be current within 5 years, and should be in your current grade. They are required to be digital or color, but board members are cautioned not to draw adverse inference from the type or quality of the photo in the file. Officer’s are temporarily exempt if photo facilities are not available or conditions do not permit (such as deployment to hostile fire areas). The DA Photo is the “handshake” that an officer provides with the board member, and is important in making a good first impression.
31. 31 Here are some common errors: wearing of unauthorized unit awards (you are only authorized to wear those that you earned during deployment, not those that your unit wears as part of their lineage or honors in garrison); wearing of infantry or aide cords, SGS brass, flashes, and green tabs are also not authorized for the DA photo. We have seen the branch and insignia reversed, ribbons upside down (individual and entire racks – the most common ribbon error is the Kosovo Campaign Medal w/ Bronze Star because it is easily reversed), and we have even seen CPTs bars 90 degrees off line, CPT shoulder epaulettes (normally worn on the sweater) worn on the Class A jacket in lieu of CPTs bars, and CPTs bars inverted with the distinctive unit insignia. If you can dream it, we have seen it. Now will a poor photo be the basis for non-selection. Hard to say. But a poor photo, combined with substandard performance, an immature file, or derogatory data will certain not help you get promoted. The DA photo is important – if someone tells you otherwise, don’t listen. A good photo is expected. Some sage advice that was given to me when I was a Lieutenant – have a Command Sergeant Major look at your photo – they won’t steer you wrong.Here are some common errors: wearing of unauthorized unit awards (you are only authorized to wear those that you earned during deployment, not those that your unit wears as part of their lineage or honors in garrison); wearing of infantry or aide cords, SGS brass, flashes, and green tabs are also not authorized for the DA photo. We have seen the branch and insignia reversed, ribbons upside down (individual and entire racks – the most common ribbon error is the Kosovo Campaign Medal w/ Bronze Star because it is easily reversed), and we have even seen CPTs bars 90 degrees off line, CPT shoulder epaulettes (normally worn on the sweater) worn on the Class A jacket in lieu of CPTs bars, and CPTs bars inverted with the distinctive unit insignia. If you can dream it, we have seen it. Now will a poor photo be the basis for non-selection. Hard to say. But a poor photo, combined with substandard performance, an immature file, or derogatory data will certain not help you get promoted. The DA photo is important – if someone tells you otherwise, don’t listen. A good photo is expected. Some sage advice that was given to me when I was a Lieutenant – have a Command Sergeant Major look at your photo – they won’t steer you wrong.
32. 32 These are some important checks that you need to look at on your Officer Record Brief. Granted, many of these will not apply yet, but you need to give the board the most accurate representation of your military and civilian schooling to date, and your assignment history. For board ORBS, you marital status, spousal data, religion, number of dependents, and dwell time counter are masked.These are some important checks that you need to look at on your Officer Record Brief. Granted, many of these will not apply yet, but you need to give the board the most accurate representation of your military and civilian schooling to date, and your assignment history. For board ORBS, you marital status, spousal data, religion, number of dependents, and dwell time counter are masked.
33. 33 These are the areas that most board members screen when looking at your file: Your assignment history to get a quick scan of your professional development to date; your military education level to see the highest level of military schooling completed; the date of your last physical to see if it is current within the last 5 years; and any remarks such as the date of your last photoThese are the areas that most board members screen when looking at your file: Your assignment history to get a quick scan of your professional development to date; your military education level to see the highest level of military schooling completed; the date of your last physical to see if it is current within the last 5 years; and any remarks such as the date of your last photo
34. 34 Board members typically look at the Senior Rater narrative and read the comments on performance, potential and recommended schooling or future positions. In post board surveys, board members list the senior rater section (specifically the narrative) as the single most important element in helping them determine how to vote a file. Next is the senior rater label and associated information (if it applicable for the rated officer’s rank). This provides the name of the rated officer, the senior rater’s name, the date of the rating, the total number of ratings this Senior Rater has completed, and the number of times this officer has been senior rated by the same individual, as well as any corresponding Block Check. An additional factor that board members look at when there is a block check is the Senior Rater Population size. This helps them determine if the senior rater has a small population, and might be limited in number of officers in the rating population. Board members next look at the Duty Description in helping to determine the scope of responsibility of the officer and the length of the OER (the number of rated months). Additionally, the number of rated months on an OER helps to determine the weight that it may carry with a board member. Board members understand that there are times when a 3 month OER may be required by regulation, and that the amount of time that the rater and senior rater have had to formulate comments on performance and potential is different than is the rating period is for 12 months. Board members also list the rater’s narrative as that final confirmation in looking at comments on performance, potential, and future schooling and positions.
Most notably, board members are able to determine when a senior rater is attempting to write a strong narrative versus an exclusive narrative. These are typically done through the use of a percentage, or a numeric representation of where the rated officer falls in comparison to those other officers in the senior rater’s rating history. Senior rater narratives should be quantified, qualified descriptive narratives of the senior raters passion, or lack thereof, for the rated officer. Board members typically look at the Senior Rater narrative and read the comments on performance, potential and recommended schooling or future positions. In post board surveys, board members list the senior rater section (specifically the narrative) as the single most important element in helping them determine how to vote a file. Next is the senior rater label and associated information (if it applicable for the rated officer’s rank). This provides the name of the rated officer, the senior rater’s name, the date of the rating, the total number of ratings this Senior Rater has completed, and the number of times this officer has been senior rated by the same individual, as well as any corresponding Block Check. An additional factor that board members look at when there is a block check is the Senior Rater Population size. This helps them determine if the senior rater has a small population, and might be limited in number of officers in the rating population. Board members next look at the Duty Description in helping to determine the scope of responsibility of the officer and the length of the OER (the number of rated months). Additionally, the number of rated months on an OER helps to determine the weight that it may carry with a board member. Board members understand that there are times when a 3 month OER may be required by regulation, and that the amount of time that the rater and senior rater have had to formulate comments on performance and potential is different than is the rating period is for 12 months. Board members also list the rater’s narrative as that final confirmation in looking at comments on performance, potential, and future schooling and positions.
Most notably, board members are able to determine when a senior rater is attempting to write a strong narrative versus an exclusive narrative. These are typically done through the use of a percentage, or a numeric representation of where the rated officer falls in comparison to those other officers in the senior rater’s rating history. Senior rater narratives should be quantified, qualified descriptive narratives of the senior raters passion, or lack thereof, for the rated officer.
35. 35 How can you help yourself? Easy, by using My Board File. If you are being considered for a board, you will receive and email notification to your AKO account listing the dates that you can review your record using My Board File.How can you help yourself? Easy, by using My Board File. If you are being considered for a board, you will receive and email notification to your AKO account listing the dates that you can review your record using My Board File.
36. 36 This is an example email notification that would be sent to your AKO address.This is an example email notification that would be sent to your AKO address.
37. 37 This is an example of a Letter to the Board President where the officer accidently submitted a recipe for Turkey Roast Chablis. We eventually deleted, but only after confirming with the officer that he did not want the board to review.This is an example of a Letter to the Board President where the officer accidently submitted a recipe for Turkey Roast Chablis. We eventually deleted, but only after confirming with the officer that he did not want the board to review.
38. 38 SCREEN SHOT WITH PHOTOSCREEN SHOT WITH PHOTO
39. 39
40. DA Secretariat opens board
Administers board oath
Presents briefings; OER, QMP, and SEC ARMY MOI
Conducts practice vote
Board members prepared to vote file DA Secretariat opens board
Administers board oath
Presents briefings; OER, QMP, and SEC ARMY MOI
Conducts practice vote
Board members prepared to vote file
41. 41 The DMPP will normally recess all DA Secretariat selection boards. The board results are then forwarded to the DMPP for review and packaging. The DMPP forward the results to Office of The Judge Advocate General (OTJAG) for legal review. They are then forwarded to the Assistant Secretary for Manning and Reserve Affairs (ASA - M&RA) for review.
VCSA = Vice Chief of Staff of the Army
CSA = Chief of Staff of the Army
CJCS = Chairman of the Joint Chiefs of Staff
USD (A & T) = Under Secretary of Defense for Acquisition and Training
DEPSECDEF = Deputy Secretary of Defense. Once he or she has “approved” the results, the board is officially “adjourned.”
POTUS = President of the United States
All selection boards governed by Title X must be confirmed by the Senate before anyone can be promoted from the standing list. The DMPP will normally recess all DA Secretariat selection boards. The board results are then forwarded to the DMPP for review and packaging. The DMPP forward the results to Office of The Judge Advocate General (OTJAG) for legal review. They are then forwarded to the Assistant Secretary for Manning and Reserve Affairs (ASA - M&RA) for review.
VCSA = Vice Chief of Staff of the Army
CSA = Chief of Staff of the Army
CJCS = Chairman of the Joint Chiefs of Staff
USD (A & T) = Under Secretary of Defense for Acquisition and Training
DEPSECDEF = Deputy Secretary of Defense. Once he or she has “approved” the results, the board is officially “adjourned.”
POTUS = President of the United States
All selection boards governed by Title X must be confirmed by the Senate before anyone can be promoted from the standing list.
42. 42 NCO-ER
43. 43
44. 44
45. 45
46. 46
47. 47 OER
48. 48
49. 49 OER System Bottom Line Impacts System is Working
COM Report is not a Killer (COM report vs COM File)
Counseling is the Key (DSF & SPT Form)
System is tweaked (enhanced) to keep up with operational environment and anticipated future environments:
1 Oct 04: Enhancements for CPT, LT, CW2, WO1
Developmental Support Form for all officers in these ranks
No Part VIIb Senior Rater Box Check for these ranks
22 May 07: Single Senior Rater Profile provides an assessment of all officers’ potential, regardless of component (separated by rank only)
1 Jun 07: tracking OER submissions to HRC (timeliness) - except to clear deck in near future.
1 Apr 08: mandatory submissions via My Forms on AKO (requires digital signatures)
1 May 08: tracking NCOER submissions to HRC (timeliness)
1 May 08: NCOER information visible in IWRS
You are responsible for knowing ”how the system works.”
50. 50 Board feedback continues to be extremely positive
Issues remain:
Developmental Counseling is Critical
Concern/Fear with No SR box checks for CO Grade officers
Concern over fear of Center of Mass; dissipating based on:
Board Results
Field feedback from ARI, HRC, IG
Senior raters need to develop a “Rating Philosophy” and consider communicating it to rated officers.
OER’s must be at HRC within 90 days from the thru date.
51. 51 Senior Rater Narrative
Senior Rater Label
Duty Description #1 Senior rater narrative most important part of the OER for boards - Senior Rater narrative comments on performance and potential ( Potential three to five years down the road, focusing on Command, School, Assignment and Promotion). Qualitatively and/or Quantitatively describe the officer.
# 2 Senior Rater Label
# 3 Duty Description - details the scope of responsibility - It helps weight the report! #1 Senior rater narrative most important part of the OER for boards - Senior Rater narrative comments on performance and potential ( Potential three to five years down the road, focusing on Command, School, Assignment and Promotion). Qualitatively and/or Quantitatively describe the officer.
# 2 Senior Rater Label
# 3 Duty Description - details the scope of responsibility - It helps weight the report!
52. 52
53. 53 Rater Narrative The rater is the first individual to write a narrative on the reverse side of an OER.
Narrative should explain what the rated officer did and how well he/she did it.
A laundry list of superlatives is not helpful to selection boards – more is not necessarily better.
Selection board members do use the rater’s narrative in their file deliberations; more intensely when they are looking for in-depth information about a rated officer’s performance and potential.
When there is no senior rater (due normally to lack of rating official qualifications) the rater’s narrative is the one which provides the input on both performance and potential.
Block Vc.
Must include specific comments concerning rated officer potential
Emphasize potential for the near term (next 3-5 years: command, assignment, school and promotion)
Block Vd. – Ensure that you list any skill sets or professional qualifications that might be useful to future functional designation boards.
54. 54 Selection boards should understand what input the Senior Rater is providing without having to guess.
There are no “magic” or “buzz” words to convey Senior Rater intent.
Focus on potential (3 to 5 years; command, assignment, schooling and promotion).
Cannot mention Box Check in the narrative (i.e., “ACOM Officer”, “If my profile allowed, I would rate this officer higher.”)
Avoid Disconnect with Box Check
Example: Large population, COM Box Check, but Exclusive Narrative
Exceptions: Immature profiles, Back to Back reports
Be careful with your narrative – don’t say the same thing for all your people (Boards can easily detect repeated verbiage)
55. 55 For reports that do not require a box check Part VII.b. (CPTs, LTs, WO1s, and CW2s):
The narrative (along with the remaining information in Section VII) is what primarily conveys Senior Rater intent.
Senior Raters should use quantified and qualified statements within narrative.
The word picture discerned from the narrative should inform selection board members as to the Senior Rater’s assessment of that officer’s performance and potential.
56. 56 Senior Rating - Consistency
57. 57
58. 58 “Given that the senior rater ratings are now masked for captains, it is imperative that raters and senior raters use clear, quantifiable descriptions in their comments for both in and above the zone and below the zone selections.”
“The current OER system works, especially the senior rater profile. Still, the Army must encourage, or impose, discipline on senior rater narratives. We saw an emerging trend where senior raters attempt to circumvent the strict requirements for an ACOM block check through unsubstantiated quantitative statements in COM narratives, and vice-versa. Inflated narratives could dilute the clear message of superior performance conveyed by an ACOM report in the future.”
“Senior raters invariably have the most influence in how the board judges an individual officer’s performance. Those senior raters who were clear in identifying not only those officers with great potential and performance, but also, substandard performance or officers possessing limited potential and poor performance of duty greatly enhanced the selection process.”
59. 59 “Raters and senior raters must clearly and concisely quantify and qualify an officer’s potential and performance. Those raters that did both enhanced the selection process for top performers. Senior rater comments lose credibility when they state that an officer is the best or is in the top percentile of officers rated and then give the officer a Center of Mass (COM) rating when they have a mature profile. Senior raters also lose credibility when they state that an officer should be promoted below the zone followed by sequential COM ratings with a mature profile.”
“Senior Rater comments on performance often did not match the block check. For example, Senior Rater states, “best Major in this Brigade”, with a COM block check and does not have a supporting immature profile or senior rater explanation. Also, promotion potential recommendations did not always match Future Duty Assignment recommendations. These examples may degrade the credibility of the OER system and indicate a lack of candid developmental counseling.”
60. 60 Rater Tips Pass Support Form 2 levels down; require subordinates’ support forms in return.
Set aside time to Coach/Counsel… Get Involved w/ DSF Do it Early!
Enforce DSF (DA Form 67-9-1a) Are there tasks/Is there counseling?
Learn/understand OPMS – DA PAM 600-3
Notify other rating officials when you initiate a report
Include suspense to HQDA
Narrative focuses on specific, quantifiable performance –
What an officer did and how well!
Quantify and Qualify Performance and Potential
Emphasize potential for the near term
3-5 years, command, assignment, school and promotion
Advocate your best to senior rater –
Remember senior rater is limited to the number of ACOM
61. 61
62. 62
63. 63 (NOTE: Briefer will point to the applicable places on the form as each new feature is mentioned)
Front side of OERHighlights to board members are
Part I(point), Rank
Type of Evaluation (Month normally, Annual, COR etc)
# of evaluated Months (10-12 weight more than a 3 month OE)
These 2 (+) duty/ title & description usually tell board members what they need to weight an OER
C. Part II(point):
- Rated Officer Signs last indicating that he/she has seen the completed form.
- A “referred report” is annotated directly on the form and the officer checks whether or not he or she will provide a response. A referred box here also relieves you to write referral letters. (as you might have done with -8)
- The senior rater’s telephone number and E-mail address is recorded so HRC-Alexandria can immediately clear up any discrepancies with the Senior Rater and lessen the number of reports that error out.
B. Part III, Duty Description, should explain the duty positions scope & responsibilities so that those non-familiar can understand.
Don’t use to many acronyms – don’t over inflate- describe accurately(NOTE: Briefer will point to the applicable places on the form as each new feature is mentioned)
Front side of OERHighlights to board members are
Part I(point), Rank
Type of Evaluation (Month normally, Annual, COR etc)
# of evaluated Months (10-12 weight more than a 3 month OE)
These 2 (+) duty/ title & description usually tell board members what they need to weight an OER
C. Part II(point):
- Rated Officer Signs last indicating that he/she has seen the completed form.
- A “referred report” is annotated directly on the form and the officer checks whether or not he or she will provide a response. A referred box here also relieves you to write referral letters. (as you might have done with -8)
- The senior rater’s telephone number and E-mail address is recorded so HRC-Alexandria can immediately clear up any discrepancies with the Senior Rater and lessen the number of reports that error out.
B. Part III, Duty Description, should explain the duty positions scope & responsibilities so that those non-familiar can understand.
Don’t use to many acronyms – don’t over inflate- describe accurately
64. 64 Again, I’ll first show the full view of this part of the form to give a general idea of how it looks. This portion has changed significantly from the 67-8. What you see in Part IVa and b is a direct representation of the doctrinal “leader development framework.” It was developed by the Center for Army Leadership, approved by the Army’s leadership, and will be fully covered in FM 22-100, Army Leadership.
- First, in Parts a and b(point), the rater places an “x” in the “yes” or “no” box for each criteria. “No” entries require a corresponding comment on the reverse side of the form, Part Vb (rater’s narrative comments).
- Next, the rater selects six leadership attributes, skills, and actions which best describe the rated officer’s strengths. This is the leader word picture which I’ll describe in more detail shortly.
- Moving to Part c, the rater simply enters the APFT and height/weight data in the appropriate spots. As before, “fail” entries on APFT and “no” entries on HT/WT require comments in the narrative. “Profile” comments are only required if the officer cannot perform his/her duties. There is no longer a required entry in the narrative when the officer is over the HT/WT table, but meets the body fat standard in AR 600-9,.
- Finally, Part d is the rating of the rated officer’s compliance with the Junior Officer Support Form requirements(recording developmental tasks and quarterly counseling) discussed earlier in this briefing. For example, this could be a battalion commander rating one of his company commanders on carrying out this responsibility on his/her platoon leaders. If the answer is “no”, comments are required. Of course, if the rated officer has no LT/W01 subordinates, the “NA” box is x’d.
The basis of Part IV is the emerging “leadership doctrine.” Now let’s look closer at the technique for the “leader word picture.” (next slide).Again, I’ll first show the full view of this part of the form to give a general idea of how it looks. This portion has changed significantly from the 67-8. What you see in Part IVa and b is a direct representation of the doctrinal “leader development framework.” It was developed by the Center for Army Leadership, approved by the Army’s leadership, and will be fully covered in FM 22-100, Army Leadership.
- First, in Parts a and b(point), the rater places an “x” in the “yes” or “no” box for each criteria. “No” entries require a corresponding comment on the reverse side of the form, Part Vb (rater’s narrative comments).
- Next, the rater selects six leadership attributes, skills, and actions which best describe the rated officer’s strengths. This is the leader word picture which I’ll describe in more detail shortly.
- Moving to Part c, the rater simply enters the APFT and height/weight data in the appropriate spots. As before, “fail” entries on APFT and “no” entries on HT/WT require comments in the narrative. “Profile” comments are only required if the officer cannot perform his/her duties. There is no longer a required entry in the narrative when the officer is over the HT/WT table, but meets the body fat standard in AR 600-9,.
- Finally, Part d is the rating of the rated officer’s compliance with the Junior Officer Support Form requirements(recording developmental tasks and quarterly counseling) discussed earlier in this briefing. For example, this could be a battalion commander rating one of his company commanders on carrying out this responsibility on his/her platoon leaders. If the answer is “no”, comments are required. Of course, if the rated officer has no LT/W01 subordinates, the “NA” box is x’d.
The basis of Part IV is the emerging “leadership doctrine.” Now let’s look closer at the technique for the “leader word picture.” (next slide).
65. 65
66. 66
67. 67
68. 68
69. 69 Senior Rater “Rating Philosophy” Mission: Identify your best.
Develop “Rating Philosophy” and consider communicating it to rated officers.
Decide how to give ACOM’s based on performance and potential (not position).
Give at least one to officers you believe to be a must select for promotion/command/school.
and/or
Maximize ACOM’s on only the very best in your population.
Plan ahead, think series of reports (number of times you will senior rate an officer); use ACOMs sparingly.
Trends occurring:
Many are giving COM’s to most rated officers’ on first rating followed by ACOM if deserved (exception: 1st OER on one of the best going before a board).
Most appear to be aiming at 1/3 ACOMs + or - depending on population (remember, leave a cushion for unexpected rating situations).
70. 70 What’s a Misfire?
71. 71
72. 72
73. 73
74. 74
75. 75
76. 76
77. 77
78. 78
79. 79
80. 80 Senior Rater Bottom Line Understand “How the System Works”
Make The Hard Calls
Be Fair, Open and Counsel
81. 81 Chief, Eval, Sel & Promo Div
George Piccirilli DSN 221-9610
CML (703) 325-9610
Evaluations Policy DSN 221-9660
Senior Rater Profile Info (67-9-2) CML (703) 325-9660
tapcmse@conus.army.mil HR Command The Adjutant General Directorate Eval, Selections & Promotions Division
