Transcription
Evaluation SystemRater and Senior RaterMODULE 3 – Doctrine Crosswalk / Rater and Senior Rater Tips
Outline Evaluations system facts Role of the Senior Rater Role of the Rater Rater Philosophy How to Assess Attributes and Competencies (CAL) Rater and Senior Rater Assessment Support Form Attributes and Competencies Narratives (Company Grade Form) Overall Performance Narrative Rater Box Check Defined Rater Profile Management Senior Rater Profile Management16
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 onlabels DA Photo ORB OMPF (OERs, Disciplinary Data)12345Sr. Rater NarrativeSr. Rater DA Label (& info within)Senior Rater Population SizeRater Label (& info within)Rater Narrative
Role of the Senior RaterDo and/or ensure: Rating schemes are published and approved one level higher Rating schemes are known by Soldiers That Raters understand, and assess performance based on ADRP 6-22 LeadershipAttributes and Competencies Develop a “Rating Philosophy” and communicate it to rated officers Oversee & participate in counseling Know current THRU dates of reports on file Anticipate and project “next” Evaluation Current thru date on file plus 12 months or known changes of rater Complete the record dates for those being considered by a board Notify rating officials of upcoming Evaluations Use ERS tools & EES - track rating officials counseling and reports Follow up on receipt and processing at HRC
Role of the RaterDo and/or ensure: Raters must read, understand, and assess performance based on ADRP 6-22 LeadershipAttributes 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 intheir file deliberations Anticipate and project future evaluations Keep senior rating officials informed of upcoming evaluations Track evaluations from submission to HRC thru completion
Developing a Rating Philosophy Mission: Identify your best Counseling – ensure counseling is accomplished Raters decide how to assess and use of Excels indication based on performance Senior Raters decide how to assess and use of Most Qualified Based upon potential. Write well – quantify and qualify in narrative; correspond comments with box check asthe 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 objectivestied 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 unitrating schemes are current and accurate (Leader responsibility) Use Evaluations Reporting System (ERS) Use Evaluation Entry System (EES)TASK: Develop and assess Officers
AssessingAttributes and CompetenciesLinking Doctrine to Leader DevelopmentYOUR Mission: Shift from not only discussing how a Soldier “achieved”during a rating period to encompassing all the attributes and competenciesdesired of Soldiers as part of their overall assessment and how he/sheexhibits those attributes and competencies in the performance of theirduties that support your unit METL.
References Army Doctrine Publication (ADP) 6.0, Mission Command presents the Army’s guidance oncommand, control, and the mission command warfighting function. This publication conciselydescribes how commanders, supported by their staffs, combine the art of command and thescience of control to understand situations, make decisions, direct action, and accomplishmissions. Army Doctrine Publication (ADP) 6-22, Army Leadership, establishes the Army leadershipprinciples that apply to officers, noncommissioned officers and enlisted Soldiers as well as ArmyCivilians. Army Doctrine Reference Publication (ADRP) 6-22, Army Leadership expands on theleadership principles established in Army doctrine publication (ADP) 6-22. ADRP 6-22 describesthe Army’s view of leadership, outlines the levels of leadership (direct, organizational, andstrategic), 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 andExample 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 therated Soldier.Discuss the scope of the rated Soldier’s duty description with therated Soldier within 30 days after the beginning of the rating period. Thiscounseling will include, as a minimum, the rated Soldier’s duty descriptionand the performance objectives to attain. The discussion will also includethe relationship of the duty description and objectives with theorganization’s mission, problems, priorities, and similar matters.Counsel the rated Soldier - gives the rated Soldier a guide forperformance while learning new duties and responsibilitiesAssess the performance of the rated Soldier, using all reasonablemeans, to include personal contact, records and reports, and theinformation provided by the rated officerHow do I develop and assess leaderattributes and competencies?
Attributes(Character, Presence, Intellect)For example: A leader of Character demonstrates: DisciplineDISCIPLINE Development NeedFails to consistently adhere to rules, regulations, or standard operatingprocedures. StandardDemonstrates control of one’s own behavior according to Army values andobeys orderly practice of administrative, organizational, training, andoperational duties. StrengthDemonstrates discipline in one’s own performance and encourages others tofollow good practices of discipline as well. As situations call for it, readilyenforces discipline when others fail to adhere to Army Values or to otherstandard practices.Source: ADRP 6-22US Army Performance Objective Assessment Guide
Competencies(Leads, Develops, Achieves)For example: What Leads looks like: Builds Trust Developmental NeedInconsistently demonstrates trust. Displays respect differently to some withoutjustification. Takes no actions to build rapport or trust with others. Fails toaddress problems caused by team members who undermine trust in the unit.Fails to follow through on intentions, undermining the trust others would havein this leader. StandardEstablishes trust by demonstrating respect to others and treating others in afair manner. Uses common experiences to relate to others and build positiverapport. Engages others in activities and sharing of information that contributeto trust. StrengthDemonstrates 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 inaddressing problems that undermine trust.Source: ADRP 6-22US Army Performance Objective Assessment Guide
OER Support Form Use of Support Form is mandatory for Colonel and below Must be approved one level higher (up to 3-Star Level) Aligns with the revised OER Focuses on Attributes and Competencies IAW ADRP 6-22 Initiate and complete in the Evaluation Entry SystemEven though there are three different versions of the OER, there will only be onesupport form because attributes and competencies are not limited by grade. The support form provides 3 pages of instructions that will assist raters withcompleting the form, and, by extension, the OER. There is a link to the ADRP 6-22 provided on the Evaluation Entry System LandingPage that will also assist with completing the OER Support Form and the OER. Online completion allows for admin data import to OER16
Part I – Rated Officer data-Part II – Rating Chain- Part III – Counseling-Part IV – DutyTitle/Responsibilities- Part V –Objectives/Contributions
Support Form (Back)- Part V – Objectives/ContributionsContinued linked to Attributes andCompetencies- APFT Goals
AssessmentCharacter – A true professional and leader, CPT Smith embodies the Army Values inall that he does. He is a caring leader who listens to Soldiers and cares for theirneeds. Joe tactfully instills discipline and the Warrior Ethos in his subordinates to thehighest standards. He uses sound, informed judgment and upholds high ethicalstandards in his unit; his self-discipline, and his unit’s discipline is evidenced by hissuccessful SHARP program.Rater’s overall PerformanceSuperb performance! CPT Smith has demonstrated that he can out-perform most of theCPTs in this Battalion. His efforts resulted in a 98% operational readiness rate, andsignificant improvements to vehicle dispatch and safety. CPT Smith’s rare skills andabilities clearly separate him from his peers, and his demonstrated performance makeshim the right choice for the difficult jobs that require innovative planning, meticulousexecution, 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 eligiblefor 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 havingto guess Raters focus on specifics to quantify and qualify performanceRaters and Senior Raters SHOULD comment on the rated officer’s abilities to executemission command in their narrative comments. Mission command calls for leaders with theability to build a collaborative environment, the commitment to develop subordinates, thecourage to trust, the confidence to delegate, the patience to overcome adversity, and therestraint to allow lower echelons to develop the situation Senior raters need to amplify their potential box checks by using the narrative to clearlysend 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 DefinedExcels:Results far surpass expectations. The officer readily (fluently/naturally/effortlessly)demonstrates a high level of the all attributes and competencies. Recognizes andexploits new resources; creates opportunities. Demonstrates initiative and adaptabilityeven in highly unusual or difficult situations. Emulated; sought after as expert withinfluence beyond unit. Actions have significant, enduring, and positive impact onmission, the unit and beyond. Innovative approaches to problems produce significantgains 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 andcompetency. Proactive in challenging situations. Habitually makes effective use of timeand resources; improves position procedures and products. Positive impact extendsbeyond position expectations.Capable:Meets requirements of position and additional duties. Capable of demonstrating Soldierattributes and competencies and frequently applies them; Actively learning to applythem at a higher level or in more situations. Aptitude, commitment, competence meetsexpectations. Actions have a positive impact on unit or mission but may be limited inscope of impact or duration.
Rater Profile ManagementRater profile established for raters of company and field grade officers when the RaterLocks a rating for the first time Maintain less than 50% of reports written by grade in the “Excels” box (for raters of LTCsand below) Flexibility - Raters have a “credit” of 3 in the “Proficient” box to start profileRater 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 aSenior Rater); once an indication of performance is LOCKED, the rater cannotretrospectively change his mind (undo) a block check without HQDA exception to policy. LOCKING cannot be completed earlier than 14 days before the THRU Date on theEvaluation. 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 doesnot predict your plans. Profile calculators are provided for raters to use (example onnext slide) are available on the Evaluation Webpage at HRC. HRC will explore an automated “Profile Predictor” for future release.16
Rater Managed Profile Labeling RulesRule #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 reportis always respectively labeled “Capable” or “Unsatisfactory”- The sum of “Proficient,” “Capable,” and “Unsatisfactory” box checks shouldalways be greater than 50% of total ratingsRule #3: If the Rater checks “Excels” box and rater’s use of “Excels” is lessthan 50%, then the report is labeled “Excels”- An entry of “Excels” will only be accepted if the mathematical result of the entryis 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 profileis equal to or greater than 50%, then the report is labeled “Proficient" and therater is charged with Excels.Note: EES will not allow Rater Misfires.
Example Rater Profile Calculator/TrackerNameType ThruRpt DateBox ChecksProfileEXCELS PROFICIENT CAPABLE UNSAT EXCELS PROFICIENT CAPABLE UNSATNA33CreditNA00131Example, Mark ANN 2014041500141Example, Sam CTR 2014050104012Example, Amb SRO 2014051500134Example, BobSRO 2014053040014Example, June ANN 2014060114014Example, Tom ANN 201406150144014401441440144040144014Will be available thru4401Evaluation Entry System4401Website44014401440140141: Raters given a credit of 3 in PROFICIENT box.2: Rater profile calculated upon rater locking on form or Hard Copy to DA3: 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 CompleteReports to HRCat 01408302014090120140915NAyesyesyesyes% 44.444.444.444.444.444.444.444.416
Senior Rater Profile Senior Rater profile established for Senior Raters of company and field grade officersMaintain less than 50% of reports written by grade in the “Most Qualified” box (for ratersof LTCs and below) Flexibility - Raters may indicate Most Qualified for 1 of the First 4 reportsSenior 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 blockcheck 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 touse (example on next slide) available on Evaluation Webpage
Senior Rater ProfileLTC & BelowCURRENTABOVE CENTER OF MASSCENTER OF MASSBELOW CENTER OF MASSRETAINBELOW CENTER OF 90%100%Migrates to newsystemMOST QUALIFIEDHIGHLY QUALIFIEDQUALIFIEDNOT QUALIFIEDTOTALCOLCURRENTABOVE CENTER OF MASSCENTER OF MASSBELOW CENTER OF MASS BELOW CENTER OF MASS(DNR)TOTALFUTURE% Limit 0%100%% Limit 50%UnlimitedProfile Restartfor reports after1APR14Unclassified#RATINGS Rating%444.44%555.56%00.00%00%9100%% Limit 50%UnlimitedFUTURE#RATINGSRating%% LimitMUTLI-STAR00.00% 24.0%PROMOTE TO BG00.00%25-49%REATIN AS COL5UNSATISFACTORY00%TOTAL5100%100.00% Unlimited
Senior Rater Profile CalculatorWO1-LTCNameType ThruRpt DateBox ChecksMOST HIGHLYNOTQUAL QUAL QUAL QUAL01111101ProfileTotal Date Due CompleteReports to HRCat HRCMOST HIGHLYNOTQUAL QUAL QUAL QUALCreditNANA00Example, Mark ANN 2014041510001Example, Sam CTR 2014050111002Example, Amb SRO 2014051512003Example, BobSRO 2014053030041Example, June ANN 2014060123005Example, Tom ANN 01623016230161: Senior Rater given a credit of zero. Any one of first 4 may be a Most Qualified2: Senior Rater profile calculated upon Electronic Submission via EES or Hard Copy to HQDA3: 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 140915NAyesyesyesyes% 3.333.333.333.333.333.316
Senior Rater Profile Calculator COLNam eType ThruRpt DateDate Dueto HRCBox ChecksMULTISTARCreditExample, MarkExample, SamExample, AmbExample, BobExample, JuneExample, TomExample, TomExample, TomExample, TomExample, TomExample, TomExample, TomExample, TomExample, TomExample, PROMOTE TO BGRETAINAS COL0511111Profile (Cum m lative Totals)NOTQUALMULTISTAR01111222222222222PROMOT RETAINE TO BG AS OTQUAL000000000000000001: Senior Rater given a credit of 5 Retain as Colonel.2: Senior Rater profile calculated upon Electronic Submission via EES or Hard Copy to HQDA3: Senior Rater must stay below 50% for TOP TWO BOXES CUMULATIVELY4: Officers w ill be evaluated and profiled at promotable grade if listed as (P) in the Part I.c. rank block of the OER.% TotalMulti Star% TotalProm to BGMust be 24% 0.0%20.0%20.0%20.0%COMB %Must Be LessThan 50.0%50.0%50.0%50.0%
Develop a Rater Profile Rating PlanExample by Grade (Major)NamePosition# of OERspreviouslyReceivedfrom currentSRBlack, ABN XO 1/35 IN1Smith, DBN S3 1/35 IN1Jones, TBN XO 1/37 IN0Davis, RBN XO 1/36 IN0Last OER/Type/RatingCodes:Change of Rater - CRChange of Duty - CDPCS PCSAnnual- ANCom the Record -CTRSR Option - SORelief for Cause - RFCRatings :EXCEL/PROF/CAP/UNSATJun 12/CR/PROFJun 12/CR/EXCELJun 12/CR/PROFJun OER toDA (90days)Will the officerNext selectionDate ofType ofwould rateDate reportreceive moreboard the officernext OERreport (Usethis officerneeds to bereports fromwould be eligible forCodes)if I ratedat DAyou after(Use chart profileeveryone(except boardthe proj OER,management boardtodayreports needif so how manyHow I 50% in ACOMSubsequentOERCohortYGNext Board/DateProjectedDeparture/Promotiondates)to get to DA(Adjust asper boardevents dictate)message)Jun-13ANPROFSep-13Yes (1)1999 BZ LTC- Jan 14Nov-14Dec-12PCSEXCELMar-13No2001 BZ LTC-Jan-16Dec-14Jun-13ANSep-13Yes (1)2001 BZ LTC-Jan16Jun-14May-13CDAug-13No2001 BZ LTC-Jan-16Jun-13Sep-13Yes (1)2001 BZ LTC-Jan-16May-14EXCELPROFEXCELPike, MBN S3 1/36Inf0Jun 12/CR/PROFBass, SBN S-3 1/37 IN2July 12/CD/PROFNo1999 BZ LTC- Jan 14Aug-14Doe, JBDE S-11Aug 12/PCS/EXCELNo2002 BZ LTC-Jan-17Aug-12Buck, JBDE CM Off0Sep12 /CR/PROFSep-13ANFawn, BBDE S-31Sep 12/CR/EXCELApr-13Rockfish, ABN S-3Support0Jun 12/AN/PROFJun-13Jun-13ANPROFDec-13Yes (1)2002 BZ LTC - Jan-17Jun-14PCSEXCELJul-13No2003 BZ LTC-Jan-18Apr-14CDPROFSep-13Yes (1)2003 BZ LTC- Jan 18Jan-14This tool is on the OERS Home Page - Managing Your Rater ProfileWWW.HRC.ARMY.MIL/Evaluations35
Backup
Attributes - What a Leader IsLEADER OFCHARACTERLEADER WITHPRESENCELEADER WITHINTELLECTUAL CAPACITYCOMPANYGRADECreates a climate thatembraces ArmyValues. Character isaligned with theArmy’s ExpectationsDemonstrates goodpresence andconfidence acrossexpected duties of thepositionConceptual capabilities,interpersonal tact anddomain knowledge areeffective for Company leveland below operationsFIELDGRADEExhibits behaviorsthat are a clearoutward expressionthat aligns personalcharacter with ArmyexpectationsDemonstratesexcellent presence,confidence andresilience in expectedduties andunexpected situationsConceptual capabilities,interpersonal tact andDomain Knowledge areeffective for operations atBattalion or equivalentcommand, all staff levelsand JIIM organizationsSENIORGRADEDemonstrated senseof responsibility forthe Army profession.Character is ofabsolute integrityAstutely managescomplexity andanticipates transitionsat strategic level.Viewed as championof causes, diplomatsand ambassador ofhigh level interestsExcels at complex thinkingand multiple perspectives.Adept with Army designmethod. Broad and deepunderstanding of history,world situations,technological possibility,and dynamics of largeorganizationsGRADE
Competencies - What a Leader roop leadingprocedures andemployment ofTTPs relevant totheir unitBuilds an environment ofDirects and prioritizes tasksteams and teamwork;for Company level andaccurately and fairly assess smaller units to include lowerlevel organizational staffactionsFIELDGRADEDemonstratedcompetence inresolvingambiguous andcomplexsituationsProactive in developingothers through individualcoaching, teaching andmentoring subordinates;accurately and fairlyassess; identifies futureleadersDemonstrates ability to leadthrough complexity and time,decentralized operations andill-structured problems.Prioritizes limited resourcesto accomplish missionSENIORGRADESets vision foroperational andstrategic leveloperationsCreates systems andadopts policies supportingprofessional and personalgrowth across theorganization. Stewards theArmy’s interest in caring forand managing people andother resourcesDemonstrates ability todevelop and describe broadvision and framework.Organizes, resources,integrates and aligns effortsamong organizations toachieve mission goalsGRADE
AttributesCharacter – A true professional and leader, CPT Smith embodies the Army Values in allthat he does and always takes the hard right over the easy wrong. He is a caringleader who listens to Soldiers and cares for their needs. Joe tactfully instills disciplineand 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, andhis unit’s discipline is evidenced by his successful SHARP program.Presence – CPT Smith displays confidence and enthusiasm while projecting a positivecommand presence that permeates throughout his unit. As a result, his company’sAPFT average is 275, the best in the brigade. Joe possesses an uncanny ability tohandle stressful situations and maintain a professional military bearing when faced withadversity. During the battalion’s recent MRX, his company maintained consistentoperations despite personnel shortages and lack of guidance from senior staffmembers, which substantiated his ability to accomplish the mission regardless ofconditions.Intellect – CPT Smith is technically and tactically proficient. He seeks improvementand knowledge while maintaining the mental agility to multi-task several missions atonce. Joe is a tactful leader who balances his professional and personal life andencourages his subordinates to do the same. He maintained equipment at a tacticaloperational readiness rate of 98%, yet still managed to qualify 99% of his company ontheir respective weapons system.
CompetenciesLeads - CPT Smith inspired and guided his team on a daily basis to accomplish hisunit’s mission, which resulted in flawless execution of countless training operations andsupport tasks. He routinely empowered his subordinates to make decisions critical tomaintaining unit cohesion by communicating instructions, orders, and directives fromhigher headquarters.Develops – CPT Smith encouraged his junior leaders and their subordinates to reachtheir full potential through regular use of online training resources and access tocontinued 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 trainingopportunity for his subordinates, creating a climate that expected and recognizedsuperior performance.Achieves - CPT Smith consistently considered the capabilities and developmentneeds of his subordinates when assigning tasks, which ensured all tasks wereexecuted in the time available resulting in not a single missed suspense. Whenproblems regarding the deployment of new equipment surfaced, Joe was the first todetermine causes, effects, and contributing factors and then made on the spotadjustments to ensure mission success.
Develop a Senior Rater Profile Rating PlanExample by Grade (Major)NamePosition# of OERspreviouslyreceived incurrentposition(includeOERS fromthis SeniorRater)Last OER/Type/RatingCodes:Change of Rater - CRChange of Duty - CDPCS PCSAnnual- ANCom the Record -CTRSR Option - SORelief for Cause - RFCRatings :ProjectedOERProjectedTypeProjectedRatingWill the officerNext selectionDate ofType ofwould rateDate reportreceive moreboard the officernext OERreport (Usethis officerneeds to bereports fromwould be eligible forCodes)if I ratedat DAyou after(Use chart profileeveryone(except boardthe proj OER,management boardtodayreports needif so how manyHow I 50% in MQMQUAL/HQUAL/QUAL/NOTQBlack, ABN XO 1/35 IN1Jun 12/CR/High QualJun 12/CR/Most QualOER toDA ohortYGNext Board/DateProjectedDeparture/Promotiondates)to get to DA(Adjust asper boardevents dictate)message)High QualSubsequentOERSep-13Yes (1)1999 BZ LTC- Jan 14Nov-14Mar-13No2001 BZ LTC-Jan-16Dec-14Sep-13Yes (1)2001 BZ LTC-Jan16Jun-14High QualAug-13No2001 BZ LTC-Jan-16Jun-13Most QualSep-13Yes (1)2001 BZ LTC-Jan-16May-14Most QuakSmith, DBN S3 1/35 IN1Jones, TBN XO 1/37 IN0Davis, RBN XO 1/36 IN0Pike, MBN S3 1/36Inf0Bass, SBN S-3 1/37 IN2July 12/CD/High QualNo1999 BZ LTC- Jan 14Aug-14Doe, JBDE S-11Aug 12/PCS/Most QualNo2002 BZ LTC-Jan-17Aug-12Buck, JBDE CM Off0Sep12 /CR/High QualDec-13Yes (1)2002 BZ LTC - Jan-17Jun-14Jul-13No2003 BZ LTC-Jan-18Apr-14Sep-13Yes (1)2003 BZ LTC- Jan 18Jan-14Fawn, BBDE S-31Rockfish, ABN S-3Support0Jun 12/CR/Most QualJun 12/CR/High QualJun 12/CR/Most QualSep 12/CR/Most QualJun 12/AN/High QualSep-13ANApr-13PCSJun-13CDMost QualHigh QualMost QualHigh QualThis tool is on the OERS Home Page - Managing Your Senior Rater ProfileWWW.HRC.ARMY.MIL/Evaluations
Mission CommandPer Chapter 1, 1-4, ADRP 6-22Mission command is the exercise of authority and direction by the commander using missionorders to enable disciplined initiative within the commander’s intent to empower agile andadaptive leaders in the conduct of unified land operations (ADP 6-0). Mission command calls forleaders with the ability to build a collaborative environment, the commitment to developsubordinates, the courage to trust, the confidence to delegate, the patience
- 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
