Military Personnel Managers Course (CP50)

Military Personnel Managers Course (CP50)
SHOW SLIDE 1: ADMINISTER EVALUATIONS REPORTING SYSTEM INTRODUCTION: Identify the Principles of the Evaluation Reporting System Method of Instruction: Conference / Discussion Instructor to Student Ratio: 15 Time of Instruction: 10 mins Media: Large Group Instruction SAFETY REQUIREMENTS. RISK ASSESSMENT LEVEL: Low. ENVIRONMENTAL CONSIDERATIONS: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM Environmental Considerations and GTA ENVIRONMENTAL-RELATED RISK ASSESSMENT. EVALUATION: You will be given a graded 25 question multiple choice exam which will cover Administer Evaluation Reporting System. A passing score on this examination is 70%. INSTRUCTIONAL LEAD-IN: Imagine you are assigned as a battalion S1. The commander wants you to present a briefing on evaluations to the noncommissioned and commissioned officers on the staff. The S1 Noncommissioned Officer in Charge (NCOIC) and the evaluations clerk are on leave and the briefing is scheduled for next week. You think to yourself, "What am I going to do now?" When we finish this block of instruction, you will be well versed in the evaluations system and the briefing will be no problem at all. INSTRUCTIONAL GUIDANCE. NOTE: Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and indentified reference materials. Throughout this lesson, solicit from students the challenges they experienced in the current Operational Environment (OE) and what they did to resolve them. Encourage the students to apply at least 1 of the eight critical variables: Political, Military, Economic, Social, Information, Infrastructure, Physical Environment, and Time. MOTIVATOR: One of the most important documents in Soldier's official files is the evaluation report, either the Noncommissioned Officer Evaluation Report (NCOER) or the Officer Evaluation Report (OER). Evaluation reports have a direct impact on personnel management, to include promotions, schooling, assignment, and retention. Human resources professionals manage the system and help ensure that evaluations are not only error-free, but submitted in a timely manner. At some point in your career, each of you will be a rater, a senior rater, or a reviewer of an evaluation report, in addition to receiving evaluation reports as a rated officer. It is important to Soldier's careers that the evaluation reporting system be managed properly. Administer Evaluation Reporting System May 2018

Terminal Learning Objective
ACTION: Administer Evaluations Reporting Program CONDITIONS: In a classroom environment, given access to AR (Evaluation Reporting System), DA PAM (Evaluation Reporting System), access to Army Human Resource Command and Army Knowledge Online and awareness of Operational Environment (OE) variables and actors. STANDARD: Students will meet the standard by scoring 70% or higher on the Mod A exam. Overall Objectives: 1. Identify the principles of the Evaluation Reporting System 2. Determine rating chain qualifications and responsibilities 3. Define counseling requirements that support the ERS 4. Identify types of Evaluations Reports 5. Identify Forms used for Evaluations 6. Define rater and senior rater profile management techniques 7. Identify types of NCO Evaluation Reports SHOW SLIDE 2: TERMINAL LEARNING OBJECTIVE NOTE: Discuss the following terminal learning objectives with the students. 1. Identify the principles of the Evaluation Reporting System 2. Determine rating chain qualifications and responsibilities 3. Define counseling requirements that support the ERS 4. Identify types of Evaluations Reports 5. Identify Forms used for Evaluations 6. Define rater and senior rater profile management techniques 7. Identify types of NCO Evaluation Reports

Principles of the Evaluation Reporting System (ERS)
> The ERS encompasses the means and methods needed for developing people and leaders. > The ERS identifies Soldiers who are best qualified for promotion and assignment to positions of greater responsibility. > The ERS combines major elements of counseling, assessment, documentation, and integration with other Army, rating officials, and rated Soldiers in their current environments. SHOW SLIDE 3: PRINCIPLES OF THE EVALUATION REPORTING SYSTEM (ERS) TLO 1: IDENTIFY THE PRINCIPLES OF THE EVALUATION REPORTING SYSTEM. The ERS encompasses the means and methods needed for developing people and leaders. The ERS identifies Soldiers who are best qualified for promotion and assignment to positions of greater responsibility. The ERS combines major elements of counseling, assessment, documentation, and integration with other Army, rating officials, and rated Soldiers in their current environments. AR 623-3, Para 1-8

ERS Responsibilities > Commanders (at all levels) will ensure that:
> HRC: - Acts as executive agent for the Secretary of the Army and is responsible for the effective operation of the ERS - Clarifies policies, grant exceptions to policies, or formulate new policies, as the need arises > Commanders (at all levels) will ensure that: - AR is available - Rating officials are fully qualified - Reports are prepared by rating officials - Rating chains correspond to the chain of command or supervision, are published, and provided to each Soldier - Completed evaluation reports are submitted NLT 90 days after the thru date SHOW SLIDE 4: ERS RESPONSIBILITIES TLO 1: IDENTIFY THE PRINCIPLES OF THE EVALUATION REPORTING SYSTEM. NOTE: Refer students to AR 623-3, Paragraph 1-4 HRC: - Acts as executive agent for the Secretary of the Army and is responsible for the effective operation of the ERS - Clarifies policies, grant exceptions to policies, or formulate new policies, as the need arises Commanders (at all levels) will ensure that: - AR is available - Rating officials are fully qualified - Reports are prepared by rating officials - Rating chains correspond to the chain of command or supervision, are published, and provided to each Soldier - Completed evaluation reports are submitted NLT 90 days after the thru date AR 623-3, Para 1-4

Principles of Support Evaluate the performance and potential in peacetime and wartime Warrant Officer 1 (WO1) thru Brigadier General (BG) Noncommissioned Officers (NCOs), Sergeant (SGT) thru Command Sergeant Major (CSM) Evaluate the performance and compliance of Soldiers during DoD, Civilian Educational, Medical, or Industrial Institution programs. SHOW SLIDE 5: PRINCIPLES OF SUPPORT TLO 1: IDENTIFY THE PRINCIPLES OF THE EVALUATION REPORTING SYSTEM. NOTE: Refer students to AR 623-3, Paragraph 1-7 Evaluate the performance and potential in peacetime and wartime Warrant Officer 1 (WO1) thru Brigadier General (BG) Noncommissioned Officers (NCOs), Sergeant (SGT) thru Command Sergeant Major (CSM) Evaluate the performance and compliance of Soldiers during DoD, Civilian Educational, Medical, or Industrial Institution programs. AR 623-3, Para 1-7

ERS Functions Primary – provide information to HQDA for making personnel management decisions. Components include- thoughtful, fair, accurate and complete evaluation reports indoctrination of Army Values and basic responsibilities a “whole file” concept and continuous growth philosophy ensuring the selection of the best qualified to serve in positions of increasing responsibility Secondary – encourage leader professional development and increase mission accomplishment through – stressing importance of senior/subordinate relationships increased emphasis on performance counseling necessary senior/subordinate communication SHOW SLIDE 6: ERS FUNCTIONS TLO 1: IDENTIFY THE PRINCIPLES OF THE EVALUATION REPORTING SYSTEM. NOTE: Refer students to AR 623-3, Paragraph 1-8 The evaluation function is the responsibility of the Brigade S–1 (BDE S–1), Battalion S–1 (BN S–1), or unit personnel administration office, as well as the rating officials, rated Soldiers and Headquarters, Department of the Army (HQDA). d. The primary function of the ERS is to provide information to HQDA for use in making personnel management decisions. The information is supplied to HQDA by the rating chain in the Soldier’s assigned or attached organization. Components of this information include: (1) Evaluation reports, which will be accurate and complete to ensure that sound personnel management decisions are made and that a rated Soldier’s potential can be fully developed. Each report will be a thoughtful, fair appraisal of a Soldier’s ability and potential. (2) Strengthening the ability of the Army to meet the professional challenges of the future through the indoctrination of Army Values and basic Soldier responsibilities. The continued use of Army Values and Soldier responsibilities as evaluation criteria will provide and reinforce a professional focus for the rating chain’s view of performance. (3) Being part of a “whole file” concept and continuous growth philosophy. A single report will not, by itself, determine a Soldier’s career. An appraisal philosophy that recognizes continuous professional development and growth best serves the Army and the rated Soldier. (4) Ensuring the selection of the best qualified Soldiers to serve in positions of increasing responsibility by providing rating chain view of performance and potential for use in centralized selection, assignment, and other personnel management. The information in evaluation reports, the Army’s needs, and the individual Soldier’s qualifications will be used together as a basis for such personnel actions as school selection, promotion, assignment, Military Occupational Specialty (MOS) classification, Command Sergeant Major (CSM) designation, and qualitative management. e. The secondary function of the ERS is to encourage leader professional development and enhance mission accomplishment through: (1) Stressing the importance of sound senior/subordinate relationships. ERS also stresses the importance of setting standards and giving direction to the performance of subordinate leaders. When properly used, the ERS can be a powerful leadership and management tool. (2) Contributing to Army-wide improved performance and professional development through increased emphasis on performance counseling. Evaluation reports will provide the rated Soldier formal recognition for performance of duty, measurement of professional values and personal traits, and along with the required support forms is the basis for performance counseling. (3) Senior/subordinate communication to make career development information, advice, and guidance readily available to rated Soldiers. Communication is necessary to maintain high professional standards. AR 623-3, Para 1-8 (2c)

Categories of Evaluations
Performance Evaluations – Officer Evaluation Reports and NCO Evaluation Reports School Evaluations – Academic Evaluation Reports for both military and civilian institutions SHOW SLIDE 7: CATEGORIES OF EVALUATIONS TLO 1: IDENTIFY THE PRINCIPLES OF THE EVALUATION REPORTING SYSTEM. Under the ERS, a Soldier is evaluated on his or her performance and potential. The ERS consists of two categories of evaluation reports: (a) Performance evaluations. The applicable evaluation report forms are the DA Form 67–10 series and DA Form 2166–8. These evaluations focus on a Soldier’s duty performance, or how well a Soldier performs his or her assigned tasks as related to the Army Leadership Requirements Model. They also focus on potential assessments to include judgments about a Soldier’s ability to perform at the current and higher grade or rank, whether or not a Soldier will be given greater responsibility at the present rank, or retained for further military service. (b) School evaluations. The applicable evaluation report forms are DA Form 1059 (for military institutions) or DA Form 1059–1 (for civilian institutions). These evaluations focus exclusively on the Soldier’s performance and accomplishments while attending a school or course. Note. The time period covered by AERs is counted as nonrated time on OERs and NCOERs covering the same period. (c) Selection boards and personnel management systems will be used to evaluate a Soldier’s entire career and his or her personnel file. Evaluation reports are single time-and-place evaluations, all of which are considered when preparing evaluations. AR 623-3, Para 1-8 (4 a-c)

Evaluation Reporting System (ERS)
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Evaluation Reporting System (ERS)
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Evaluation Entry System (EES)
EES is the revised web-based tool in development at HRC, which will be used to complete and submit evaluations. EES will consolidate AKO Myforms wizard, IWRS, EXCEL profile calculators, etc. Benefits of EES: Enhanced wizard to guide rating chain and Human Resource professionals in preparing the evaluation Multi-pane dashboard allows user to view data input and form simultaneously Built-in tool to view and manage Rater and Senior Rater profiles Provides quick reference to AR and DA PAM 623-3 Eliminates accessing multiple systems and consolidates evaluation tools to one system Does not delay evaluation processing due to rater profile “misfires” (automatic downgrade) SHOW SLIDE 8: EVALUATION ENTRY SYSTEM (EES) TLO 1: IDENTIFY THE PRINCIPLES OF THE EVALUATION REPORTING SYSTEM. EES is the revised web-based tool in development at HRC, which will be used to complete and submit evaluations.

Evaluation Entry System (EES) Landing Page
SHOW SLIDE 9: EVALUATION ENTRY SYSTEM (EES) LANDING PAGE TLO 1: IDENTIFY THE PRINCIPLES OF THE EVALUATION REPORTING SYSTEM. -This slide shows what the Evaluation Entry System landing page looks like when users log into the system. -From this landing page, users can select from a variety of options depending on what they desire to do. Users can create a Support Form, Evaluation, or review their rater and senior rater profile. -Some of the button links will be in development and not yet operational. -On the left you will users will have access to useful links and resources. -On the right users will see recent OER activity associated to that user. 11

Check on Learning 1. The ERS identifies Soldiers who are ____________ for promotion and assignment to positions of ________________ . a. ready / influence b. eligible / importance c. qualified / importance d. Best qualified / greater responsibility 2. ERS will evaluate the _____________ and _______________ of Warrant Officer One (WO1) through brigadier general (BG), and Sergeant (SGT) through Command Sergeant Major (CSM) in peacetime and wartime. a. performance / intellect b. performance / potential c. intellect / fitness d. performance / fitness 3. The two categories of evaluations are __________ and ______________. a. performance / school b. officer / NCO c. performance and potential d. mandatory / optional SHOW SLIDE 10: CHECK ON LEARNING TLO 1: IDENTIFY THE PRINCIPLES OF THE EVALUATION REPORTING SYSTEM. NOTE TO INSTRUCTOR: Conduct a Check on Learning. 1. The ERS identifies Soldiers who are ____________ for promotion and assignment to positions of ________________ . a. ready / influence b. eligible / importance c. qualified / importance d. Best qualified / greater responsibility 2. ERS will evaluate the _____________ and _______________ of Warrant Officer One (WO1) through brigadier general (BG), and Sergeant (SGT) through Command Sergeant Major (CSM) in peacetime and wartime. a. performance / intellect b. performance / potential c. intellect / fitness d. performance / fitness 3. The two categories of evaluations are __________ and ______________. a. performance / school b. officer / NCO c. performance and potential d. mandatory / optional

Rules for Designating Rating Chain
NCOs Officers Rater (Para 2-5) Rater (Para 2-5) Senior Rater (Para 2-7) Intermediate (Para 2-6) Supplementary Reviewer (Para 2-8) Senior Rater (Para 2-7) Who can / can’t serve in the position? What is the time requirement? What are the restrictions? SHOW SLIDE 11: RULES FOR DESIGNATING RATING CHAIN TLO 2: DETERMINE RATING CHAIN QUALIFICATIONS AND RESPONSIBILITIES NOTE: Refer students to AR 623-3, Paragraph 2-5 e. The following qualifications apply to the rater for NCOERs: (1) Minimum time. The rater will normally be the immediate supervisor of the rated NCO and designated as the rater for a minimum period of 90 rated days, in most instances. (2) Rank requirement. The rater must be a sergeant or above if military and senior to the rated NCO by either pay grade or date of rank. (a) Commanders may appoint U.S. civilians, GS7 and above, as raters when an immediate military supervisor is not available and when the civilian supervisor is in the best position to accurately evaluate the NCO's performance. (b) Members of other U.S. military services who meet the qualifications above may be raters. (c) Members of Allied Forces are not authorized to be appointed as raters. (d) If the rater is an NCO and is on a recommended list for promotion or frocked to one of the top three grades (First Sergeant (1SG), SGM, or CSM) and is serving in an authorized position for the new grade, then he/she can rate any NCO supervised, if after the rater’s promotion he/she will be senior in pay grade or date of rank to the rated NCO. (e) CSMs of Table of Organization and Equipment (TOE) and Tables of Distribution and Allowances (TDA) units will be rated by the commander, in most instances. AR 623-3

Officer Rating Chain Requirements
Rating Official Minimum Time Rank Requirement Rater *90 rated days (AGR/Depl) (120 days for USAR TPU, DIMA, Drilling IRR, and ARNG) Senior to rated officer; sister and allied service ok Intermediate Rater 60 rated days (90 days for USAR TPU, DIMA, Drilling IRR, and ARNG) Only When required. Senior to rated officer; sister and allied service ok Senior Rater See AR 623-3, Table 2-1 SHOW SLIDE 12: OFFICER RATING CHAIN REQUIREMENTS TLO 2: DETERMINE RATING CHAIN QUALIFICATIONS AND RESPONSIBILITIES NOTE: Refer students to AR 623-3, Chapter 2, Para 2-3 f (1) and Paras 2-5 through 2-8 for rules which designate raters, intermediate raters, senior raters (SR), and reviewers. Most officer rating chains consist of the rated officer, the rater, and the SR. The SR accomplishes the final rating chain review. Some officer rating chains will also include an intermediate rater. An intermediate rater will be designated only when a rated officer has a supervisor who is between the rater and senior rater and requires a technical expert in the chain of command. (2) In some cases, a rated officer’s rating chain may have a qualified rating official/supervisor who serves as both a rater and an SR. In other situations, a rated officer’s rating chain may consist of new supervision, when he/she is supervised and assigned different duties by two qualified, but seParate chains of command or supervision through the entire rating period. A military Rater will be senior to the rated officer, by grade or date of rank. Exceptions to this rule are — (1) A rater in a command position may rate an officer who is of the same grade but senior in date of rank if the rater has been appointed to command by direction of the President and has command authority over the rated officer. (2) Officers in command positions may rate an officer over whom they have command authority and who are senior in date of rank but ineligible by law or regulation to command troops other than those of their own branch, service, or department. In such cases, the raters will attach a copy of the written assumption of command as an enclosure to the rated officer’s report. (3) An officer in a Joint headquarters or activity may rate an officer who is senior in date of rank provided — (a) The rater is not a U.S. Army officer. (b) The senior rater is at least one grade senior to the rated officer. (c) Each instance is approved in writing by the next senior Army member of the command or activity. A copy of the approval will be sent to HQDA as an enclosure to the evaluation form. (4) For OERs, a civilian rater has no minimum grade requirement but will be the rated individual’s designated supervisor. (5) Commanders will normally be rated by the next higher commander. An exception to this rule is allowed when a staff officer or higher level commander is the logical choice as the commander’s immediate supervisor because of functional, geographical, or technical supervision requirements. (6) Officers who are selected for promotion and who are in authorized positions for the new grade may rate any officer they supervise if, after the rater’s promotion, they will be senior to the rated officer. (7) A rater who has been selected for promotion and who is in an authorized position for the new grade will be considered to be serving in the new grade. The symbol “P” will be put next to the current grade on the applicable evaluation form. (8) A rater who has been selected for promotion but is not in a position authorized for the new grade will be considered to be serving in the current grade. The symbol “P” will not be put next to the current grade on the applicable evaluation form. Intermediate Rater - U.S. or allied officer or federal employee. No minimum grade requirement for civilian employees, but must be rater’s designated supervisor. SR - Officer of U.S. Armed Forces or federal employee senior to all members of rating chain. Immediate supervisor of the rater who is two grades higher for WO1–MAJ and one grade higher for LTC–COL. Also conducts the final rating chain review. Memorandum of Input: To further reduce short-term evaluation reports, particularly in deployed situations, the rules for COR reports (Code 03) permit officers who change raters, but continue to perform the same duties under the same SR, to receive a memorandum of input from their departing rater instead of a COR evaluation. At the SR's discretion, raters will complete a memorandum of input when the rated officer has served under the rater for at least 90 days (120 days for U.S. Army Reserve TPU, drilling IMA and drilling IRR Soldiers or ARNG Soldiers). SRs are encouraged to use a memorandum of input in lieu of a change of rater report. If there are no uniformed Army personnel in the rating chain, then a supplementary review by a uniformed Army Officer in the Organization. Individual will be senior to the rater officer, and generally senior to the senior rater. The commander will designate the supplementary review official on the rating scheme. (Para 2-8)

NCO Rating Chain Requirements
Rating Official Minimum Time Rank Requirement Rater Normally 90 rated days SGT/GS7+; senior to rated NCO; sister service OK Senior Rater 60 rated days Senior to rater; GS9+; sister service OK Supplementary Reviewer None Required Officer/E-9/GS12+; Senior to SR; sister service OK, when rater or SR is a uniformed Army Official SHOW SLIDE 13: NCO RATING CHAIN REQUIREMENTS TLO 2: DETERMINE RATING CHAIN QUALIFICATIONS AND RESPONSIBILITIES NOTE: Refer students to AR 623-3, Chapter 2, Para 2-3f (2) and Paras 2-5 through 2-8 for rules which designate raters, intermediate raters, senior raters, and reviewers. NCO rating chains consist of the rated NCO, the rater, the SR, and the reviewer. The reviewer will be a Sergeant Major (SGM), CSM, warrant officer, or commissioned officer in the direct line of supervision and senior in pay grade or date of rank to the SR. NCO rating chains will not include an intermediate rater. The following qualifications apply to the Rater for NCOERs: (1) Minimum time. The rater will normally be the immediate supervisor of the rated NCO and designated as the rater for a minimum period of 90 rated days, in most instances. Exceptions include relief for cause and similar situations. (2) Rank requirement. The rater must be a sergeant or above if military and senior to the rated NCO by either pay grade or date of rank. (a) Commanders may appoint U.S. civilians, GS7 and above, as raters when an immediate military supervisor is not available and when the civilian supervisor is in the best position to accurately evaluate the NCO's performance. (b) Members of other U.S. military services who meet the qualifications above may be raters. (c) Members of Allied Forces are not authorized to be appointed as raters. (d) If the rater is an NCO and is on a recommended list for promotion or frocked in one of the top three grades (First Sergeant (1SG), SGM, or CSM) and is serving in an authorized position for the new grade, then he/she can rate any NCO supervised, if after the rater’s promotion he/she will be senior in pay grade or date of rank to the rated NCO. (e) CSMs of TOE and TDA units will be rated by the commander, in most instances. SR - Officer or NCO of U.S. Armed Forces or federal employee; immediate supervisor of the rater; if an NCO and on promotion list or frocked and serving in top three NCO grades can senior rate any NCO supervised, if after promotion they will be senior. Reviewer - Officer, SGM or CSM of U.S. Army and in direct line of supervision. Commanders may appoint sister service or civilians when rater or senior rater is a uniformed Army official. Senior Rater: The senior rater will be the immediate supervisor of the rater and designated as the rated NCO’s senior rater for a minimum period of 60 calendar days (see chap 3, secs VIII and IX) (this is not the same language as the OER where it says will normally be…)

Rating Chain Responsibilities
Rater Provide Support Forms, if required Initial/quarterly counseling Assess Soldier using all reasonable means Review Support Form at end of rating period if applicable Provide an objective and comprehensive evaluation of the rated Soldier’s performance only Senior Rater Become familiar with Soldier’s performance Evaluate Soldier from a broad organizational perspective Only evaluate the rated Soldier’s potential relative to peers Ensure all reports are complete and realistic Ensure Soldier electronically signs eval Intermediate Rater (OERs) When required to link rater and senior rater (e.g., Physician Assistant, Chaplain) Assess performance based on personal contact, records, and reports Can comment on both performance and potential An intermediate rater will not be incorporated within the rating chain as a means to promote pooling Supplementary Reviewer For OERs, the senior rater typically conducts the final review of the evaluation report and the reporting process. For NCOERs, in instances when a rated NCOs senior rater is a SGM/CSM, CW3 through CW5 or an Army officer in the rank of CPT or above, the senior rater will conduct the final rating chain review. SHOW SLIDE 14: RATING CHAIN RESPONSIBILITIES TLO 2: DETERMINE RATING CHAIN QUALIFICATIONS AND RESPONSIBILITIES NOTE: Refer students to AR 623-3, Paragraphs 2-12 and 2-14. NOTE: For specific instructions, refer students to DA Pam 623–3.

Rating Chain Information
Rating Chains: > Established by Commanders, Commandants and leaders of an organization and maintained by rating officials > Tie individual performance to a specific senior/ subordinate relationship and should correspond as nearly as practicable to chain of command and supervision > Established by name, effective dates, published and distributed to all concerned > List the rated Soldier and all rating officials SHOW SLIDE 15: RATING CHAIN INFORMATION TLO 2: DETERMINE RATING CHAIN QUALIFICATIONS AND RESPONSIBILITIES NOTE: Refer students to AR 623-3, Chapter 2, Paras 2-2 and 2-3. Rating chains must correspond as nearly as practicable to the chain of command and supervision within an organization, regardless of component or geographical location. Rating chains are established by name, given effective dates, published, and distributed manually or electronically to each rated officer, NCO, and civilian member of the rating chain. Any changes to the rating chain will also be published and distributed as required. Changes to the rating chain may not be retroactive. Rating chains are established by Commanders or Commandants and maintained by rating officials to provide the best evaluation of an individual Soldier’s performance and potential. A rating chain also ties the rated Soldier’s performance to a specific senior/subordinate relationship. This allows for proper counseling to develop the rated Soldier and accomplish the mission. These functions are best achieved within an organization’s chain of command. Generally, the evaluation of Soldiers by persons not involved in the chain of command or supervision is inappropriate. It is recommended that the BDE S-1/BN S-1 or other administrative office maintain superseded rating chains for a period of one to two-years for historical purposes only; however, there is no requirement to do this. Special rules for designating rating officials have been made to cover the death, relief, or incapacitation of a rating official. These rules are covered in AR 623-3, Para 2-20. AR 623-3, Para 2-2 and 2-3

Rating Chain Development
Example Rating Chain As of Rated NCO Rater Senior Rater Supplementary Reviewer SSG Farmer SFC Reese 2LT Ausfahrt CPT Billboard Squad Leader Platoon SGT Platoon Leader Company Commander Rated Officer Intermediate Senior Rater Rater Rater LTC Jones COL Reese N/A MG Smith BN Cdr BDE Cdr CG CH(CPT) Cox MAJ Black CH(MAJ) Ivy LTC Jones BN Chaplain BN XO BDE Chaplain BN Cdr SHOW SLIDE 16: RATING CHAIN DEVELOPMENT TLO 2: DETERMINE RATING CHAIN QUALIFICATIONS AND RESPONSIBILITIES Officer rating chains consist of the rated officer, the rater, and the senior rater. The senior rater accomplishes the final rating chain review. (1) Some officer rating chains will also include an intermediate rater. An intermediate rater will be designated only when a rated officer has a supervisor who is between the rater and senior rater and requires a technical expert in the chain of command. (2) In some cases, a rated officer’s rating chain may have a qualified rating official/supervisor who serves as both a rater and a senior rater. In such a case, refer to Paragraph 2-20 of AR for further guidance. (3) In other situations, a rated officer’s rating chain may consist of new supervision, when he/she is supervised and assigned different duties by two qualified, but seParate chains of command or supervision through the entire rating period. (4) For special rules governing the rating of officers under dual supervision, chaplains, Judge Advocate General Counsel (JAGC), Army Medical Department (AMEDD) and others, refer to section IV of Chapter 2, AR c. NCO rating chains consist of the rated NCO, the rater, the senior rater, and the reviewer. The reviewer will be a Sergeant Major (SGM), CSM, warrant officer, or commissioned officer in the direct line of supervision and senior in pay grade or date of rank to the senior rater. NCO rating chains will not include an intermediate rater. d. Generally, the evaluation of Soldiers by persons not involved in the chain of command or supervision is inappropriate. (1) Special rules for designating rating officials have been made to cover the death, relief, or incapacitation of a rating official. These rules are covered in Paragraph 2-20 of AR (2) It is recommended that the battalion S-1/brigade S-1 or other administrative office maintain superseded rating chains for a period of 1 to 2 years for historical purposes only.

Counseling Requirements / Support Form Communication Process
Initial counseling/discussion and follow-up face-to-face: Initial counseling/discussion assists in developing duty description, responsibilities, and performance objectives Follow-up counseling enhances mission related planning, assessment, and performance development Follow-up counseling sessions conducted: Active Army NCOs – Quarterly ARNGUS and USAR NCOs – Semi-annually Active Army CPT/LT/CW2/WO1 – Quarterly ARNGUS and USAR CPT/LT/CW2/WO1 – Quarterly All Field Grades and above – Determined by rating officials SHOW SLIDE 17: SUPPORT FORM COMMUNICATION PROCESS TLO 3: DEFINE COUNSELING REQUIREMENTS THAT SUPPORT THE ERS. NOTE: Refer students to AR 623-3, Para 3-4, The communication process is characterized by initial and follow-up face-to-face counseling between the rater and the rated Soldier throughout the rating period. This process used for NCOs is DA Form The initial face-to-face counseling/discussion assists in developing the elements of the rated individual’s duty description, responsibilities, and performance objectives. The follow-up counseling enhances mission-related planning, assessment, and performance development. Through the communication process, rated individuals are made aware of the specifics of their duties and may influence the decision on what is to be accomplished. Thus the rated Soldier is better able to: (1) Direct and develop their subordinates. (2) Plan for accomplishing the mission. (3) Gain valuable information about the organization. Find better ways to accomplish the mission. AR 623-3, 3-6a(1)a- Draft their DA Form A, within the first 30 days of the rating period, using the rater or senior rater DA Forms A as input for goals and objectives. Submitting written performance objectives for approval must be followed up by a face-to-face counseling or an alternative follow-up discussion.

Performance Counseling
Support Forms NCO Support Form DA Form A Mandatory for CPL – CSM Serves as a record for counseling Officer Support Form Use of DA Form A is mandatory for (COLs and below Initiate and complete in the Evaluation Entry System Data transferable between the support and evaluation forms within EES Facilitates the rater’s ability to easily complete future OERs Performance based counseling tool Ties performance objectives to measureable accomplishments Nested with the current leadership doctrine (ADRP 6-22) DA Pam 623-3, Para 3-1 SHOW SLIDE 18: SUPPORT FORMS TLO 3: DEFINE COUNSELING REQUIREMENTS THAT SUPPORT THE ERS. NOTE: Refer students to DA Pam 623-3, Para 2-1, 2-2, and 2-3. NCO Counseling The purpose and process of DA Form , NCOER Counseling and Support Form, is to contribute to Army-wide professional development by increased emphasis on performance counseling. DA Form is used by the rater along with a working copy of the NCOER to prepare for, conduct, and record results of performance counseling with the rated NCO. The form is mandatory for counseling all NCOs, CPL through CSM. The form contains a step-by-step guideline for conducting both the initial and later counseling sessions. The ultimate goal of the enlisted counseling is to help all NCOs be successful and to meet established standards. Conduct counseling sessions at least quarterly for Active Army and AGR NCOs and at least semi-annually for ARNGUS and USAR NCOs performing IDT. These counseling sessions differ from the first counseling session in that the primary focus is on telling the rated NCO how well they are performing. Officer Counseling As discussed on the previous slide, use of DA Form A (OER Support Form) to document performance counseling is mandatory. While the requirement to conduct an initial discussion with the rated officer regarding the mission, goals, duties and objectives of their assigned duty position remains, the method or means for documenting that initial discussion must be documented on A. Performance Counseling Objective Setting Evaluation DA Pam 623-3, Table C-1

OER Support Form DA Form 67-10-1A (Front)
Part I – Rated Officer data Part II – Rating Chain Part III – Counseling Part IV – Duty Title/Responsibilities Part V – Objectives/Contributions SHOW SLIDE 19: OER SUPPORT FORM DA Form A (FRONT) TLO 3: DEFINE COUNSELING REQUIREMENTS THAT SUPPORT THE ERS.

OER Support Form (Back)
Nested with the current leadership doctrine (ADP 6-22) Pages 3-5 of the form contain instructions to assist Objectives/Contributions Continued linked to Attributes and Competencies - APFT Goals SHOW SLIDE 20: OER SUPPORT FORM (BACK) TLO 3: DEFINE COUNSELING REQUIREMENTS THAT SUPPORT THE ERS.

Check on Learning 1. On an OER, who in the rating chain is responsible for commenting on an officers Performance? a. Rater b. Intermediate Rater c. Senior Rater d. Supplemental Reviewer 2. Who's evaluation is the link between the day-to-day observation of the rated Soldier and the longer-term evaluation of the rated Soldier’s potential by HQDA selection boards. a. Rater d. Supplementary Reviewer 3. What is the military senior rater minimum grade requirements for a 2LT? a. CPT b. CPTP / MAJ c. LTC d. COL SHOW SLIDE 21: CHECK ON LEARNING TLO 2: DETERMINE RATING CHAIN QUALIFICATIONS AND RESPONSIBILITIES TLO 3: DEFINE COUNSELING REQUIREMENTS THAT SUPPORT THE ERS NOTE TO INSTRUCTOR: Conduct a Check on Learning. 1. On an OER, who in the rating chain is responsible for commenting on an officers Performance? a. Rater b. Intermediate Rater c. Senior Rater d. Supplemental Reviewer 2. Who's evaluation is the link between the day-to-day observation of the rated Soldier and the longer-term evaluation of the rated Soldier’s potential by HQDA selection boards a. Rater d. Supplementary Reviewer 3. What is the military senior rater minimum grade requirements for a 2LT? a. CPT b. CPTP / MAJ c. LTC d. COL

Types of Evaluation Reports
Two types: Mandatory Optional Further divided into: SHOW SLIDE 22: TYPES OF EVALUATION REPORTS TLO 4: IDENTIFY TYPES OF EVALUATION REPORTS NOTE: Refer students to AR 623-3; Paragraph 2-5c. Ask students to name the different types of reports. a. There are two types of reports: mandatory and optional. These are further divided into a 90-day minimum rating period and other-than-90-day-minimum requirement. To determine if a Soldier meets the minimum calendar day requirements to receive a report, nonrated periods occurring during the rating period are deducted from the total number of days served in the same position under the same rater. NOTE: Explain to students that the method to determine rating periods will be discussed more fully in a subsequent learning activity. “90-day minimum” “other than 90-day minimum” To determine 90-day minimum requirements, nonrated periods are deducted from total number of days in rating period

Other Mandatory Reports (less common)
90-day minimum Other than 90-day minimum Change of Rater (3-40) Annual (3-41) Extended Annual (3-42) Change of Duty (3-43) Depart Temporary Duty, (3-44) Special Duty, or Temporary (3-44) Change of Station (3-44) Officer Failing Selection Promotion (H-11e) Initial Tour of Extended Active Duty (3-52) JAG Officers (3-51) HRC Directed (3-53) Relief for Cause (3-54/3-55) Other Mandatory Reports (less common) Initial Tour of Extended Active Duty (OER Only) AMEDD and JAGC commissioned officers only Application for Active Army Appointment (OER Only) Active duty officer applies for Active Army appointment Funded Legal Education Program (FLEP) officers participating in on-the-job training (OER Only) JAGC officer only U.S. Army HRC Directed HRC determines need for a report SHOW SLIDE 23: MANDATORY REPORTS TLO 4: IDENTIFY TYPES OF EVALUATION REPORTS Mandatory reports with a 90-day minimum include- (1) Change of Rater (Paragraph 3-44). (2) Annual (Paragraph 3-45). (3) Extended Annual (Paragraph 3-46) (4) Change of Duty (Paragraph 3-47) (5) Depart Temporary Duty (TDY), Special Duty (SD), or Temporary Change of Station (TCS) (Paragraph 3-48); including Supervisor Evaluations while TDY, SD, or TCS (Paragraph 3-49). (6) Officer failing selection for promotion (Paragraph 3-50). c. Mandatory reports with other than a 90-day minimum include- (1) Initial Tour of Extended Active Duty (Paragraph 3-54). (2) Application for Army Appointment (Paragraph 3-55) (3) Funded Legal Education Program (FLEP) Officers participating in on-the-job training (Paragraph 3-56). (4) Human Resources Command (HRC) Directed (Paragraph 3-57). (5) Relief for Cause (Paragraph 3-32). d. The minimum rating period for a change of rater is 90 days. (1) An OER report is mandatory when the rated officer ceases to serve under the immediate supervision of the rater and minimum rating qualifications are met (90-days). Officers who undergo a permanent change of station (PCS) or are released from active duty (REFRAD) will receive a change of duty report instead of this type of report. (2) An NCOER is mandatory when the rated NCO- (a) Ceases to serve under the immediate supervision of the rater and minimum rating qualifications are met (90-days). (b) Is reduced to corporal/specialist or below. Reduction to another NCO grade does not require a report, unless the rated NCO’s immediate supervisor changes. (c) Is seParated from active duty. As an exception, retirement reports of less than one year will be rendered at the option of the rater or senior rater or when requested by the rated NCO. (d) Is declared mission or becomes a prisoner or hostage. Under these situations, rating chain minimums do not apply. e. An annual report for both OERs and NCOERs is mandatory for a rated Soldier on completion of one calendar year of duty following the THRU date of the last report. (1) If one year has elapsed and the rated Soldier has not performed the same duty under the same rater for 90 days, an extended annual (Paragraph 3-46) will be submitted. (2) If the rated Soldier must go TDY to attend a school and the annual report will be due, the Depart TDY report (Paragraph 3-48) may be prepared and processed before departing to reestablish an annual cycle or an extended annual report may be prepared upon return to the same rating officials. (3) Additional specific requirements for completion of an annual NCOER include- (a) One calendar year after the effective date of promotion to sergeant. (c) Reversion to NCO status after serving as a commissioned or warrant officer for 12 months or more. (d) Re-entry on active duty in a rank of sergeant or above after a break in enlisted service of 12 months or more. f. There are two types of extended annual reports: (1) An extended annual will be prepared if one year has elapsed and the rated Soldier has not performed the same duty under the same rater for 90 days. This extended annual will be only 90 evaluated (rated) days. (2) An extended annual report can be prepared in cases when mandatory reports (for example, annual, change of duty/rater) come due while Soldiers are attending schooling (nonrated time). This report may be submitted to alleviate the need for a mandatory report while at school. The total number of evaluated months (rating period minus nonrated time) will be no more than 12 months even though the rating period may be longer. g. A change of duty report is mandatory when the rated officer has a change of principal duty, even though the rater remains the same. This report is used for all reassignments, including PCS. No report is submitted when organizational changes merely alter the rated officer’s principal duty title but do not change the type of work performed. A report will be submitted when organizational changes result in a change of rater. (1) A change of duty report is mandatory when the rated officer is seParated from active duty. As an exception, retirement reports of less than one year will be rendered at the option of the rater or senior rater or when requested by the rated officer. (2) When the rated officer is declared missing or becomes a prisoner or hostage, a report is required as of the date of the incident. Under these situations, rating chain minimums do not apply. h. An OER or NCOER will be submitted on rated Soldiers by the rating officials in the organization from which they depart when they depart on temporary duty (TDY), special duty (SD), or temporary change of station (TCS) to perform duties not related to the rated Soldier’s primary functions in their units; and, while on TDY, SD, or TCS, they serve under a different supervisor for a period of 90 or more calendar days. However, this report is not required before departure on TDY for schooling. (1) In cases where it cannot be determined if such duty-related TDY, SD, or TCS will last for 90 days, a report may be submitted. (2) In cases when a mandatory report (annual, change of rater, etc.) may come due while Soldiers are attending schools that will result in nonrated time, this report may be submitted to alleviate the need for a mandatory report while at school. In these cases, an extended annual report is also an option. (3) A report is not authorized when the rated Soldier is still responsible to or receiving guidance or instruction from the chain of command of the parent unit. (4) An individual attached to an organization pending compassionate reassignment remains responsible to the parent unit and will not receive an evaluation report from the attached organization. A memorandum of input from the supervising officials at the attached organization to the Soldier’s rating officials in mandatory. (5) Rated Soldiers on TDY, SD, or TCS who are not responsible to their parent organization will be rated by their TDY, SD, or TCS supervisors according to the rating chain requirements. In these cases, the TDY, SD, or TCS supervisor is responsible for ensuring that a rating chain is published and that a support form is initiated on the rated Soldier. Reports are not authorized for periods of fewer than 90 calendar days unless otherwise authorized as an exception. NOTE: Remind students that minimum rater qualifications must be met in the case of a TDY, SD, or TCS supervisor’s evaluation. i. An officer who fails to be selected for promotion by an active-duty promotion board will receive an OER prior to the next promotion board of the same type. The following conditions must be met: (1) The rated officer has not received an OER since the convene date of the board that did not select the officer for promotion. (2) The rating period must cover 90 or more calendar days as of the date announced in a DA message announcing the zone of consideration for the next board. (3) The minimum time requirements for the rater are satisfied. j. This requirement does not apply to officers who are not in a regular duty environment with an established rating chain, e.g., officers attending school are not eligible for an OER. k. An OER or NCOER is required when a rated Soldier is relieved for cause regardless of the rating period involved. Relief for cause is defined as: (1) Officer – early release of an officer from a specific duty or assignment directed by superior authority and based on a decision that the officer has failed in their performance of duty. In this regard, duty performance will consist of the completion of assigned tasks in a competent manner and compliance at all times with the accepted professional officer standards shown in DA Form 67-9, Part IV. These standards apply to conduct both on and off duty. (2) NCO – removal of an NCO from a ratable assignment based on a decision by a member of the NCO’s chain of command or supervisory chain that the NCO’s personal or professional characteristics, conduct, behavior, or performance of duty warrants removal in the best interest of the U.S. Army. l. Additional considerations for these reports are as follows: (1) If the relief does not occur on the date the rated Soldier is removed from the duty position or responsibilities, the suspended period of time will be included in the report as nonrated time. (2) Cases where the rated Soldier is suspended from duties pending an investigation must be resolved as quickly as possible to reduce the amount of potential nonrated time involved. (3) If Relief-for-Cause is contemplated on the basis of an informal AR 15–6 investigation, referral procedures contained in that regulation will be followed before the act of initiating or directing the relief. This is irrespective of the fact that the resultant report will also be referred to the rated officer as described in Paragraph 3–34. T (4) The minimum time requirements for rating officials do not apply. (5) An NCOER report is required when an NCO is relieved for cause regardless of the rating period involved. The minimum rater and senior rater qualifications and the minimum rating period are 30 rated days. The fundamental purpose of this restriction is to allow the rated NCO a sufficient period to react to performance counseling during each rating period. Authority to waive this 30-day minimum rating period and rater and senior rater qualification period in cases of misconduct is granted to a general officer in the chain of command or an officer having general court-martial jurisdiction over the relieved NCO. (6) The rating official directing the relief will clearly explain the reason for the relief in his/her portion of the NCOER. If the relief is directed by an official other than the rater or senior rater, the official directing the relief will describe the reasons for the relief in an enclosure to the report. NOTE: Refer students to AR 623-3, Para 3–54. m. Reports are also submitted under the following circumstances. These reports are mandatory, but less common. (1) Initial tour of extended active duty-An OER report will be prepared only for AMEDD and JAGC commissioned officers under specified circumstances. Specified circumstances requiring a report include officers who are: (a) Serving an initial tour of active duty in the Army (other than active duty for training or RC officers serving on statutory tours under 10 USC 175, 3021, 10211, 12301(d), and (b) Reentering active duty after a break in service of at least 1 year. (c) Completing law school under TJAG’s Funded Legal Education Program (AR 27–1) (see appendix D). (d) Army Medical Specialist Corps officers serving on an initial tour of extended active duty in the Army following completion of the dietetic internship, Occupational Affiliation Program, or U.S. Army Baylor University Program in Physical Therapy, or Physician Assistant Program. (2) Application for Active Army appointment-An OER report will be required when an active-duty officer applies for appointment in the Active Army. This applies only if the applicant has completed fewer than 5 years Active Army commissioned or warrant officer service and has not been rated during the 90 days immediately preceding the date of application. The rating officials will meet the minimum time requirements. (3) Funded Legal Education Program officers participating in on-the-job training- An OER report will be required when an officer taking part in TJAG’s Funded Legal Education Program (AR 27–1) completes on-the-job training (OJT) of 31 or more calendar days. Commanders, in coordination with JAGC officials at the OJT sites, will establish rating chains that ensure rating officials are present and available during OJT to ensure at least one report per year. OERs for officers who perform on-the-job training of 30 or fewer days may be submitted at the option of the rating officials. Rating chain time minimums do not apply. (4) U.S. Army Human Resources Command directed evaluation report-For evaluation reports when HRC decides there is a need for a report (Para 1–4a(3) and other provisions of this chapter do not apply, HRC may direct that a report be submitted. The command directed report code will be used. (5) These reports do not apply to NCOS. n. These reports are submitted at the option of rating officials. AR 623-3, Chapter 3

Optional Reports 90-day minimum Other than 90-day minimum
Complete the Record (3-56) Not basis for Stand By Advisory Board (STAB) for promotion consideration Complete the Record report (3-56) Senior Rater Option (3-57) Sixty Day Option (3-58) Rater Option (3-59) SHOW SLIDE 24: OPTIONAL REPORTS TLO 4: IDENTIFY TYPES OF EVALUATION REPORTS (1) Complete-the-Record reports are optional. Therefore, the absence of such a report from the OMPF at the time of the board’s review will not be a basis to request standby reconsideration unless the absence is due to administrative error or a delay in processing at HQDA. (a) For officers a DA Form 67–10 series- Complete-the-Record report may be submitted on a rated officer who is about to be considered by a DA selection board for promotion, project manager, school, or command (battalion or brigade level) provided the following conditions are met: (1) The rated officer will be in or above the zone of consideration for promotion. (2) The rated officer will have served for a minimum of 90 calendar days (excluding nonrated periods) in the same position under the same rater as of the Complete the Record date announced in the DA message announcing the zones of consideration. (3) All other rating chain time minimums apply. (b) For NCOS-a DA Form 2166–8-Complete-the-Record Report may be submitted on a NCO who is about to be considered by a DA centralized board for promotion, school, or CSM selection, provided the following conditions are met: (1) The rated NCO will be in the zone of consideration (primary or secondary) for a centralized promotion board or in the zone of consideration for a school or CSM selection board. (2) The rated NCO will have been under the same rater for at least 90 rated days as of the ending date established in the message announcing the zones of consideration. (4) The rated NCO will not have received a previous report for the current duty position at the current organization. (2) Senior rater option reports. For DA Form 67–10 series and DA Form 2166–8, when a change in senior rater occurs, the senior rater may direct that a report be made on any officer whom they senior rate. This will apply only if the following conditions are met: (a) The senior rater has served in that position for at least 60 calendar days. In cases where a general officer is serving as both rater and senior rater, the minimum rater requirement will also be 60 days versus the normal 90-day requirement. (2) The rater meets the minimum requirements to give a report. (3) The Soldier has not received a report in the preceding 90 calendar days. (4) When an evaluation report is due within 60 calendar days of the change in senior rater, the senior rater will submit a senior rater option report to prevent that OER or NCOER being submitted without a senior rater evaluation. (2) Sixty-day option reports-When one of the conditions described in Paragraphs 3–44 through 3–47 (Change of rater, change of duty etc.) occurs, and there are fewer than 90 calendar days but more than 59 calendar days (excluding nonrated periods) in the rating period, a report on rated Soldiers maybe initiated at the option of the rater. However, the following conditions will be met: (a) The rated Soldier will be serving in an overseas designated short tour for a period of 14 months or less. (b) The senior rater will meet the minimum time-in-position requirements to evaluate (60 days) and will approve or disapprove submission of the report. When the senior rater disapproves the submission of the report, the basis for the disapproval will be stated and the report returned through the rating chain to the rater. The rater will inform the rated individual that the report has been disapproved and destroy the report. (3) Rater option reports (DA Form 67–10 series only)-When one of the conditions described in Paragraph 3–59 occurs but there are fewer than 90 calendar days (excluding nonrated periods) in the rating period, an OER may be submitted at the option of the rater. However, the rated officer will have served continuously under the same rater in the same position for 90 or more calendar days in the previous rating period. NOTE: USE EXAMPLE IN AR: An officer received an annual OER on 31 March. The rated officer departs PCS on 22 May. The rating period is 51 days. If those 51 days were spent in the same duty position under the same rater as shown on the report ending 31 March, the rater may, at their option, render a report for the period 1 April-21 May. All other rating chain minimums apply. NOTE: Explain to students that chapters 4 and 5 will not be explained in detail during this class. However, as professional HR Soldiers, it behooves them to research these chapters on their own time. NOTE: Refer students to AR 623-3, Table 2-24 o. The reason submission codes correspond with the type of report being submitted and is a part of the drop down menu on the new evaluation forms. AR 623-3, Chapter 3, Section X

Restrictions AR 623-3 Evaluation Parameters (3-16) Comments (3-17)
Prohibited narrative (3-18) Unproven derogatory information (3-19) Prohibited comments (3-20) SHOW SLIDE 25: RESTRICTIONS TLO 4: IDENTIFY TYPES OF EVALUATION REPORTS There are preparation and processing guidelines and restrictions for evaluation reporting. The perimeters are: (1) Each report will be an independent evaluation of the rated Soldier for a specific rating period. It will not refer to prior or subsequent reports. It will not remark on performance or incidents occurring before or after the period covered. (Para 3-20) (a) For Relief-for-Cause reports have exceptions based on information pertaining to a previous reporting period. Example: A rating official may relieve a Soldier found to be involved in some illegal activity during a previous reporting period. They may refer to the prior rating period to explain the reasons for relief. (b) When the most recent APFT performance or profile data occurred prior to the beginning date of the report. This exception is allowed in order to comply with APFT and height and weight requirements. (2) Comments will not exceed the space provided on DA Form 67–10 series, DA Form 2166–8, DA Form 1059, or DA Form 1059–1. In preparing their comments, rating officials will convey a precise but detailed evaluation to convey a meaningful description of an officer’s performance and potential. In this manner, both Army selection boards and career managers are given the needed information on which to base a decision. (Para 3-21) (3) Prohibited narratives. The following techniques will not be used: (Para 3-20) (a) Brief, unqualified superlatives or phrases, particularly if they may be considered trite. (b) Too brief comments. These frequently need to be interpreted by the selection board and the career manager. If not correctly interpreted, the best interests of the Army and the rated soldier are not served. Some examples include, excessive use of technical acronyms or phrases not commonly recognized. (c) Bullet comments. (1) Appropriate bullet comments are required for NCOERs. For example, “outstanding physical and mental toughness. Ranger or the year” or “performs brilliantly under fire and in the most austere conditions.” (2) Bullet comments are not acceptable for the OER or AER. (d) Any technique aimed at making specific words, phrases, or sentences stand out from the rest of the narrative, including, but not limited to the following: (1) Underlining. (2) Excessive use of capital letters. (3) Unnecessary quotation marks. (4) Wide spacing between selected words, phrases, bullets or sentences to include double spacing within a Paragraph or between Paragraphs. Senior raters are not authorized any double-spacing between performance and potential comments. (5) Italics and similar techniques. (6) Bold or underlined text. (7) Compressed type face or spacing. (8) Handwritten comments. An exception is made for DA Form OER, parts IV, block b and part V for evaluations on BGs and on DA Form parts IV, blocks d; IV block e; and VI block c for evaluations on CW5s, which may be handwritten in black ink. In order to be processed and placed on the individual’s AMHRR, reports with handwritten comments must be legible. (9) Exaggerated margins (“picture framing”). Paragraph indentation (if not excessive) is an acceptable practice if applied as standard convention of English prose (OER only). (10) Inappropriate references to box checks (OERs). Senior raters may not make references to a profiled box check. (11) Specific selection board language. (4) Unproven derogatory information. No reference will be made to an incomplete investigation (formal or informal) concerning a Soldier. (a) References will be made only to actions or investigations that have been processed to completion, adjudicated, and had final action taken before submitting the evaluation to HQDA. If the rated individual is absolved, comments about the incident will not be included in the evaluation. (b) This restriction is intended to prevent unverified derogatory information from being included in evaluation reports. It will also prevent unjustly prejudicial information from being permanently included in a Soldier’s AMHRR, such as— (1 ) Charges that are later dropped. (2) Charges or incidents of which the rated individual may later be absolved. (5) Any verified derogatory information may be entered on an evaluation. This is true whether the rated Soldier is under investigation, flagged, or awaiting trial. While the fact that a rated individual is under investigation or trial may not be mentioned in an evaluation until the investigation or trial is completed, this does not preclude the rating chain’s use of verified derogatory information. For example, when an interim report with verified information is made available to a commander, the verified information may be included in an OER, NCOER, or AER. For all reports, if previously reported information later prove to be incorrect or erroneous, the Soldier will be notified and advised of the right to appeal the report in accordance with chapter 6. (a) Reports will not be delayed to await the outcome of a trial or investigation. Reports will be done when due and contain what information is verified at the time of preparation. (b) For OER, when previously unverified derogatory information is later verified, an addendum will be prepared in accordance with AR and forwarded to HQDA. Rating officials will initiate such addendum to report verified misdeeds or professional or character deficiencies unknown or unverified when the OER was submitted. The addendum will ensure that the verified information will be recorded in the Soldier’s official records. However, it will not be submitted until completion of the investigation, imposition of punishment or verification of the information. (6) Prohibited comments. The use of inappropriate or arbitrary remarks or comments that draws attention to differences relating to race, color, religion, gender, age or national origin is prohibited. Subjective evaluation will not reflect a rating official’s personal bias or prejudice (see AR 614–200). (Para 3-20) (a) When non-judicial punishment is given and filed on the restricted fiche or locally under AR 27–10, Paragraph 3–37, and AR 600–8–104, rating officials may not comment on the fact that such nonjudicial punishment was given to a rated Soldier. This does not preclude mentioning the rated Soldier’s underlying misconduct that served as the basis for the non-judicial punishment. (b) No remarks on an evaluation report will be made on performance or incidents occurring before or after the rating period except: (1) Relief-for-Cause reports based on information pertaining to a previous reporting period. Example: A rating official may relieve a Soldier found to be involved in some illegal activity during a previous reporting period. They may refer to the prior rating period to explain the reasons for relief The most recent APFT performance or profile data occurred prior to the beginning date of the report. This exception allows the rated individual to comply with APFT and height and weight requirements (7) Comments about marital status and spouse. Any evaluation comments, favorable or unfavorable, will not be based solely on a rated Soldier’s marital status. For example, statements such as the following will not permitted: “LTC Doe and his wife make a fine command team” or “As a bachelor, MSG Doe can quickly react to this unit’s contingency missions.” (a) Evaluation comments will not be made about the employment, educational, or volunteer activities of a rated individual’s spouse. For example, statements such as the following will not be permitted: “Mr. Doe’s participation in post activities is limited by civilian employment,” or “Mrs. Doe has made a significant contribution to Soldier morale by caring sponsorship of the hospital volunteer staff.” (b) There are limited circumstances involving actual and demonstrable effect on the rated individual’s performance or conduct when comments containing reference to a spouse may be made. These comments will be focused on the rated Soldier’s actions, not those of the spouse. For example, statements such as the following will be permitted: “CPT Doe continued outstanding, selfless service, despite his wife’s severe illness,” or “COL Doe’s intemperate public confrontations with his wife were detrimental to his status as an officer.” NOTE: Refer students to AR 623-3, Para 3-5 (8) Special Interest Items that can be mentioned in a Soldier’s evaluation report, when substantiated by a completed command or other official investigation: (a) Involvement in a driving under the influence charge. (b) Physical or mental Incapacitation. (c) Acts of sexual misconduct, physical, or mental abuse. (d) Criminal Acts reported in official military or civil authorities. (e) Behavior that is inconsistent or detrimental to the good order, conduct and discipline. (f) Adverse equal opportunity investigations. (g) Acts of reprisal. (h) Activities or behavior otherwise prohibited by AR 600–20. Comments about marital status and spouse (3-21) Participation in the Army Substance Abuse Program (3-24) Evaluation of special interest items (3-5)

Army Directive 2013-20 & MILPER Msg 13-306 Substantiated findings
Sexual Harassment/Assault Response and Prevention Program and Evaluations Zero Tolerance! Both officers and noncommissioned officers must commit themselves to eliminating sexual harassment and assault and to fostering climates of dignity and respect in their units. Army Directive & MILPER Msg Help eliminate sexual harassment and assault Officers and NCOs are meeting their commitments and holding them appropriately accountable Requirements for evaluation reports Goals and objectives Mandatory Officer Evaluation Report Support Form NCOER Counseling and Support Form Initial Counseling for students Raters assessment Fostered a climate of dignity and respect Identify any significant actions or contributions Identify failures (on and off duty) Substantiated findings Rater comments on evaluation Senior Rater comments on evaluation Academic Evaluation Reports (Military and Civilian) SHOW SLIDE 26: Sexual Harassment/Assault Response and Prevention Program and Evaluations TLO 4: IDENTIFY TYPES OF EVALUATION REPORTS NOTE: Ensure students have access to Army Directive and MILPER Message a. Army Directive and MILPER Message is the reference for changes regarding evaluation as pertains to Sexual Harassment/Assault Response and Prevention Program (SHARP) and Evaluations. The Army is taking important steps to eliminate sexual harassment and assault and to foster climates of dignity and respect in their units. MILPER Message outlines the changes for annotating evaluations. b. All Officers and NCOs will include goals and objectives to help eliminate sexual harassment and assault. The Officer Evaluation Report Support Form (or its equivalent) and NCOER Counseling and Support Form must be annotated with goal and objective adherence to SHARP Program. Soldiers attending military service schools, civilian education, medical, or industrial institutions, goals and objectives will be establish during the students’ initial counseling c. The rater will assess the rated officer or NCO on how well they adhered to the SHARP Program and any significant actions or contributions the rated officer or NCO made: 1) Promoting the personal and professional development of his or her subordinates 2) Ensuring the fair, respectful treatment of assigned personnel 3) Establishing a workplace and overall command climate that fosters dignity and respect for all members of the group d. Assessments should also identify, as appropriate, any failures by the officer or NCO to foster a climate of dignity, respect and adherence to the SHARP Program. e. Raters and senior raters will document any substantiated finding on the officers’ DA Form series, NCOs’ DA Form series, DA Form 1059 and DA Form such as: 1) Committing an act of sexual harassment or sexual assault 2) Failing to report a sexual harassment or assault 3) Failing to respond to a complaint or report of sexual harassment or sexual assault 4) Retaliating against a person making a complaint or report of sexual harassment or sexual assault Where do you put it on an evaluation? Example: CGO report: Part IV, Block C.1 (AR (k) note Where do you put it on an evaluation?

Evaluation Redress Program
Both preventive and corrective in nature Protects the Army’s interests and ensures fairness to the rated Soldier First program element is the communication process; second element is the various regulatory requirements Commander’s Inquiry Provide command involvement in preventing obvious evaluation injustices and in correcting errors before they become a matter of permanent record. Not a prerequisite for submission of an appeal. Not used to document differences of opinion amongst rating officials. Commanders will not pressure/force raters to change their evaluation Appeals Process The Soldier or another party can file an appeal of an evaluation report that he or she feels is unjust The results of a Commander’s Inquiry does not constitute an appeal -- they may be used to support it Substantiating evidence must support an appeal Appeals based solely on the lack of counseling will not normally serve as a basis to invalidate a report Two types: Administrative (no time limit) Substantive (3 year limit) SHOW SLIDE 28: EVALUATION REDRESS PROGRAM TLO 4: IDENTIFY TYPES OF EVALUATION REPORTS The Evaluation Redress Program consists of several elements at various levels of command (e.g., field, AHRC, Army G–1, and HQDA). The program is both preventative and corrective, in that it is based upon principles structured to prevent, and provide a remedy for, alleged evaluation injustices or regulatory violations, as well as to correct them once they have occurred. The first program element is the communication process fostered by DA Form 2166–8–1, which affords the rated NCO a forum for establishing duty requirements and a discussion of actual accomplishments. A second element is the various regulatory requirements, such as each report standing on its own without reference to facts or events occurring prior or subsequent to the rated period (para 3–20); the prohibition against command influence on rating officials during the preparation of reports. The Evaluation Redress Program includes (in this order): (1) The Commander’s or Commandant’s Inquiry (2) The Appeals System Army Board of Correction of Military Records Army Board of Correction of Military Records (ABCMR) Highest level of administrative review within HQDA with the mission to correct errors in or remove injustices from Army military records

Check on Learning 1. The two types of evaluations are __________ and ______________. a. performance / school b. optional / mandatory c. performance and potential d. mandatory / school 2. Match the type of report to the definition: a. Annual 1. Mandatory to cover any period of nonrated time since the previous evaluation b. Extended Annual report when 1 calendar year has elapsed c. Change of Rater 2. when a rated Soldier is reassigned to a different principal duty while still d. Change of Duty serving under the same rater e. Senior Rater Option 3. may be rendered when a change in senior rater occurs 4. when the rated officer ceases to serve under the immediate supervision of the rater and minimum rating qualifications have been met 5. upon completion of 1 calendar year of duty, without periods of nonrated time SHOW SLIDE 31: CHECK ON LEARNING TLO 4: IDENTIFY TYPES OF EVALUATION REPORTS 1. The two types of evaluations are __________ and ______________. a. performance / school b. optional / mandatory c. performance and potential d. mandatory / school 2. Match the type of report to the correct definition: (5) b. (1) (4) (2) (3) 31

Non-Commissioned Officer Evaluation Reports (NCOERs)
DA Form (SGT) DA Form A Support Form DA Form (SSG-1SG/MSG) DA Form (CSM/SGM) SHOW SLIDE 60: NONCOMMISSIONED OFFICER EVALUATION REPORTS (NCOERS) TLO 7: Identify Types of NCO Evaluation Reports - DA Form (SGT) - DA Form A Support Form - DA Form (SSG-1SG/MSG) - DA Form (CSM/SGM) Effective 1 Jan 16

Background Key Focus of the Evaluation Reporting System Review:
Reflect current leadership doctrine (ADP 6-22) Establish and enforce rating official accountability Address the “one-size-fits-all” Development Process: Current NCOER implemented in 1987 Proposed changes based on the following: 38th CSA Strategic Priorities DA Centralized Selection Board comments Field input Lessons learned during fielding of OER Mirrors development of OER with modification by Army Leaders Informed By: SECARMY Guidance 38th CSA reshaping and approval SMA, Board of Directors, and NCO Working Groups Other Services and Industry review HQDA Centralized Selection Board AARs General Officer Steering Committee / Council of Colonels ADP 6-0 and ADP 6-22 Profession of Arms Forum Army White Paper, The Profession of Arms Army Leader Development Strategy SHOW SLIDE 61: BACKGROUND TLO 7: Identify Types of NCO Evaluation Reports To give you some background on the New NCOER, it began in 2010 when the Chief of Staff of the Army directed a review of the Evaluation Reporting System. As it related to the NCOER, there were three key areas that Army leadership wanted to focus on. First, aligning the NCOER with current leadership doctrine. The current NCOER that the Army uses has been in place since 1987, it is outdated and has not adapted to changes in doctrine or the expectations of our Army and NCO Corps over time. Second, Army leadership wanted to focus on establishing and enforcing rating official accountability. This was aimed primarily at eliminating inflation in the system. Third, was determining if the “one-size-fits-all” approach was still appropriate in today’s Army and NCO Corps. The “one-size-fits-all” pertains to one report for all NCOs regardless of rank, position, and/or responsibility. Based on the CSA’s guidance, the Sergeant Major of the Army, his Board of Directors, and NCO working groups reviewed the process and made recommendations that were then validated by a Council of Colonels and General Officer Steering Committee in June Army leadership then directed HRC to gather Army-wide feedback on the recommended changes, review DA Centralized Selection Board AAR comments, and identify lessons learned from fielding the revised OER. Building on the initial proposal, the final recommendations were presented to the SMA in April 2014 and approved by the CSA and SECARMY on 1 August As noted in the CSA’s Strategic Priorities, GEN Odierno identified the need for instituting new evaluation and assessment tools that enable Army leaders to more clearly identify the best talent and encourage leaders to seek self-improvement which shaped the following approved changes. Note 1: Over the last four years, Human Resources Command has completed coordination with TRADOC and FORSCOM, Center for Army Leadership, and the Sergeant Major of the Army and his Board of Directors (BOD) in addition to receiving input from all levels of the Army. Note 2: The SECARMY recently approved a change to the senior rater profile (limited to 24%) on 10 June As SMA Dailey noted to the field, this will ensure NCOs will remain competitive for promotion with “HIGHLY QUALIFIED” NCOERs, given they complete their required professional military education. NCOER remains the primary tool documenting NCO performance and potential

Approved Changes (1 of 2) SGT (Direct) SSG-1SG/MSG (Organizational)
Applicable to all Army components (Regular Army, Reserve, and Guard) Three NCOER forms aligned with Army Leadership Doctrine (ADP 6-22) SGT (Direct) SSG-1SG/MSG (Organizational) CSM/SGM (Strategic) Rater tendency for Raters of SSG-CSM/SGM Senior rater profile for senior raters of SSG-CSM/SGM; limited to 24% for the “MOST QUALIFIED” selection Clear delineation of rating official roles & responsibilities Rater assesses performance Senior Rater assesses potential SHOW SLIDE 62: APPROVED CHANGES (1 of 2) TLO 7: Identify Types of NCO Evaluation Reports Based on the development process during the past four years and the recommendations presented to Army Leadership, the Secretary of the Army approved the following key changes that will apply to all Army components (Regular Army, Reserve, and Guard): First, we will transition from one NCOER to three forms based on grade plate. This recognizes the differences between junior and senior NCOs while allowing assessments to focus on grade-specific technical performance objectives. In addition, the New NCOER aligns with current doctrine by capturing the attributes and competencies from Army Doctrine Publication (ADP) 6-22, Army Leadership. As for the three reports, the direct-level report for Sergeant (SGT) will focus on proficiency and is developmental in nature. The organizational-level report for Staff Sergeant through First Sergeant / Master Sergeant (SSG-1SG/MSG) will focus on organizational systems and processes. The strategic-level report for Command Sergeant Major / Sergeant Major (CSM/SGM) will focus on large organizations and strategic initiatives. Second, to achieve rating chain accountability, we will implement a rater tendency for the ranks of Staff Sergeant through Command Sergeant Major / Sergeant Major (SSG-CSM/SGM). For raters, there will not be a limitation to the rater’s assessment of overall performance. You can assess as you see fit. Your rater and senior rater will be able to see your tendency or rating history when viewing your support form – I will show you more about that later. Third, we will implement a senior rater profile for the ranks of Staff Sergeant through Command Sergeant Major / Sergeant Major (SSG-CSM/SGM). The senior rater profile for the New NCOER will be limited to 24% top block or “MOST QUALIFIED” selection. This change in senior rater accountability will eliminate inflation, clearly identify the best, and help in the selection board process. Fourth, there will be a separation (delineation) of rating official roles and responsibilities – raters will focus only on performance, while senior raters will address potential. This separation will allow rating officials to focus on a specific area while eliminating the inconsistent ratings that we sometimes have with the current NCOER. It also eliminates the need for a reviewer as we know it.

Approved Changes (2 of 2) Assessment Format
Rater Bullet comments (SGT-1SG/MSG) Narrative comments (CSM/SGM) Senior rater – narrative comments for all NCOs Supplementary reviewer required when the senior rater is a 2LT-1LT, WO1-CW2, or SFC-1SG/MSG; in certain situations (i.e., no uniformed Army-designated rating officials, senior rater or someone outside the rating chain directs relief) NCOER Support Form aligned with Army Doctrine (ADP 6-22) New senior rater comments box Senior rater should counsel at least twice during rating period Discourage creation of large senior rater populations (pooling) SHOW SLIDE 63: APPROVED CHANGES (2 of 2) TLO 7: Identify Types of NCO Evaluation Reports Fifth, we are updating how rating officials assess. Raters for Sergeant through First Sergeant/Master Sergeant (SGT-1SG/MSG) will continue to assess in bullet comment format. However, raters for Command Sergeant Major/Sergeant Major (CSM/SGM) and senior raters for all ranks will assess in narrative comment format. For the New NCOER, the senior rater will have the primary responsibility to ensure the evaluation meets all regulatory requirements and policies. To ensure proper oversight for senior raters who may be inexperienced and/or unfamiliar with managing a senior rater profile and writing narrative comments, a supplementary review will be required for all NCOERs when the senior rater is a 2LT-1LT, WO1-CW2, or SFC-1SG/MSG. The supplementary reviewer requirement will also be used when there are no uniformed Army-designated rating officials (i.e., all civilians or sister services) within the rating chain and when the senior rater or someone outside the rating chain directs a “Relief for Cause” report. Another key change includes a section on the New NCOER Support Form which will allow the senior rater to provide comments based on his/her counseling sessions with the rated NCO. This will complement the rater’s initial and quarterly counseling requirement. Moreover, with the approved use of a senior rater profile, it will be even more critical for the senior rater to provide counsel and mentorship to the rated NCO. Like the OER, and to ensure rating schemes are established in accordance with the regulation, “pooling” or elevating the rating chain beyond the senior rater’s ability to have adequate knowledge of each NCO’s performance and potential, in order to provide an elevated assessment for a specific group, is prohibited. As a reminder, rating schemes should be as follows: the rated NCO’s immediate supervisor is the rater and the rater’s supervisor is the senior rater. Rating schemes based on pooling erode Soldiers’ confidence in the fairness and equity of the Evaluation Reporting System and in their leaders.

The New NCOER – Early Feedback
DA Form Series (as of 2 MAR ‘16) 103,055 NCOER Support Forms created 53,977 NCOERs initiated 8,491 NCOERs received at HRC 10 NCOERs processed to iPERMS 1,889 examined 1,487 examined and waiting for system update (NLT 15 Mar) 392 (21%) NCOERs returned for correction 77,564 (26%) NCOERs returned for correction in CY15 Potential remarks in Rater’s comments Missing SHARP statement Unqualified Senior Rater Evaluation Entry System (EES) Improvements Correct 2-line bullet wrapping Correct Rated Soldier’s “P” identifier’s effect on Rater Tendency and Senior Rater Profile Disable “Most Qualified” box check if profile does not support EES Training Website SHOW SLIDE 64: THE NEW NCOER – EARLY FEEDBACK TLO 7: Identify Types of NCO Evaluation Reports

NCOER Support Form: DA Form 2166-9-1A (Front)
Part I – SSD and NCOES requirement met for next grade Part II – Senior rater annotates counseling dates Part II – Supplementary reviewer, if required Part IV – Rated NCO provides goals and expectations Up to 7 lines of text SHOW SLIDE 65: NCOER SUPPORT FORM: DA FORM A (FRONT) TLO 7: Identify Types of NCO Evaluation Reports NOTE: Refer students to DA Pam 623-3, Para Review highlighted area. The next couple of slides are snapshots of the NCOER Support Form and the three grade plate NCOERs. The NCOER Support Form includes the following new features: In Part I, the Structured Self-Development (SSD) and Military Education Level (MEL) codes will be entered on the form. This will allow the rating chain to mentor and counsel the rated NCO and track his/her progress in attaining promotion eligibility for the next grade (in the case of Sergeants Major, eligibility for joint and/or nominative assignments). In Part II, the senior rater will provide his/her counseling dates in addition to the rater’s. If a supplementary review is required, then Part II, blocks c1 through c4 will be completed along with the rater’s and senior rater’s sections at the beginning of the rating period. In Part IV, the rated NCO will list his/her goals and expectations. This change gives the rated NCO input about goals and expectations but will also place more onus or responsibility on the rated NCO to perform throughout the rating period. The information provided gives the rating officials additional information to consider when evaluating overall performance and potential at the end of the rating period. Up to 2 lines of text Up to 2 lines of text Up to 16 lines of text

NCOER Support Form: DA Form 2166-9-1A (Back)
Part V – Attributes and Competencies (ADP 6-22) Part VI – Senior rater provides comments Up to 8 lines of text for each field SHOW SLIDE 66: NCOER SUPPORT FORM: DA FORM A (BACK) TLO 7: Identify Types of NCO Evaluation Reports In Part V, in the left column, the rater will identify the major performance objectives based on the attributes and competencies listed in ADP In the right column, the rater and rated NCO can list significant contributions and accomplishments – these notes can help provide the basis for the NCOER itself. In Part VI, the senior rater will be able to provide comments based on counseling sessions conducted with the rated NCO.

Direct-level Report SGT: DA Form 2166-9-1(Front)
Administrative data is the same for all reports Supplementary reviewer required when the senior rater is a 2LT-1LT, WO1-CW2, or SFC-1SG/MSG; and in certain situations Part II, block d2 – Rated NCO’s signature verifies seeing the report and the accuracy of administrative data in Part I, rating chain and counseling dates in Part II, duty description in Part III, and APFT and HT/WT data in Part IV Part IV Bullet comments for Direct- and Organizational-level reports Narrative comments for Strategic-level report Up to 7 lines of text SHOW SLIDE 67: Direct-level Report SGT: DA Form (Front) TLO 7: Identify Types of NCO Evaluation Reports As for the front page of the NCOER, the format will be the same for all three grade plate forms. In Part II, if the supplementary review is not required, then the rating official(s) will check “NO” in Part II, block c1 and leave the remaining section blank. If the supplementary review is required, recommend identifying that individual at the beginning of the rating period. Also in Part II, there is room to show counseling dates and the rated NCO’s signature. The signature will be applied by the rated NCO at the end of the rating period when reviewing the completed report. Part III contains the duty description, duty MOS, areas of special emphasis, and appointed duties. In Part IV, the rater will begin assessing the rated NCO. The only difference in Part IV is for the strategic-level report which will be in narrative format. The other two grade plate forms will be in bullet format. Up to 5 lines of text Bullet comments for all grade plates except Strategic Report (CSM/SGM)

Direct-level Report: SGT DA Form 2166-9-1(Back)
Focuses on proficiency and is developmental in nature; aligns with Army Leadership Doctrine Assessment based on 2-box scale “MET STANDARD” “DID NOT MEET STANDARD” Rater – bullet comment format Unconstrained senior rater box check Senior rater – narrative format Up to 8 lines of text (bullet format) for each field in Part IV, blocks c through h SHOW SLIDE 68: Direct-level Report SGT: DA Form (BACK) TLO 7: Identify Types of NCO Evaluation Reports For the direct-level report, raters will assess Sergeants (SGTs) using a 2-box scale (“MET STANDARD” and “DID NOT MEET STANDARD”). “MET STANDARD” denotes an NCO who successfully achieves and maintains required Army and organizational standards. “DID NOT MEET STANDARD” identifies an NCO who did not meet Army and organizational standards. As noted previously, this grade plate form will be focused on technical proficiency and is developmental in nature. Rater comments will remain in bullet format. As for the overall performance, the rater will assess the rated NCO’s overall performance compared to other NCOs in that rank/grade. For those who are assessing NCOs in a particular rank for the first time, the rater will use his/her experience when providing comments. The senior rater’s assessment of the rated NCO’s overall potential will be unconstrained which basically means that there will not be a limitation imposed. Please note that this only applies to the direct-level report for Sergeant. The senior rater will also provide narrative comments to support his/her box check (“MOST QUALIFIED,” “HIGHLY QUALIFIED,” “QUALIFIED,” “NOT QUALIFIED”) and list two successive assignments and one broadening assignment that the rated NCO can best serve the Army in the future. Up to 5 lines of text (bullet format) Up to 5 lines of text (narrative format) Duty title only Duty title only Duty title only

Organizational-level Report (SSG-1SG/MSG)(Back)
Focuses on organizational systems and processes; aligns with Army Leadership Doctrine Rater – bullet format Assessment based on 4-box scale “FAR EXCEEDED STANDARD” “EXCEEDED STANDARD” “MET STANDARD” “DID NOT MEET STANDARD” Unconstrained Rater Tendency Senior rater profile is limited to 24% for “MOST QUALIFIED” selection; no credit applied – only one of the first four reports may be “MOST QUALIFIED” Senior rater – narrative format Up to 8 lines of text (bullet format) for each field in Part IV, blocks c through h SHOW SLIDE 69: Organizational-level Report (SSG-1SG/MSG)(Back) TLO 7: Identify Types of NCO Evaluation Reports Whereas the direct-level report for Sergeant uses a 2-box scale, the organizational-level report for Staff Sergeant through First Sergeant / Master Sergeant (SSG-1SG/MSG) uses a 4-box scale (“FAR EXCEEDED STANDARD,” “EXCEEDED STANDARD,” “MET STANDARD,” “DID NOT MEET STANDARD”). High level definitions for these boxes are contained in later briefings. This NCOER will focus on organizational systems and processes. Rater comments will remain in bullet format. As for the rater’s assessment of overall performance, the rater will assess the rated NCO’s overall performance compared to other NCOs in that rank/grade using the 4-box scale while providing comments. For those who are assessing NCOs in a particular rank for the first time, the rater will use his/her experience when providing comments. The rater is not limited in which box they choose but the rating history, also known as a Rater Tendency, will overprint on the NCOER and will be visible to the rater’s rating chain. The senior rater assessment of the rated NCO’s overall potential will be limited to 24% top block or “MOST QUALIFIED” selection. The term “Silver bullet” refers to the senior rater being able to render a top block for any one of the first four reports. For example, if the senior rater renders a “MOST QUALIFIED” for the first NCOER, then the next seven will have to be either “HIGHLY QUALIFIED,” “QUALIFIED,” or “NOT QUALIFIED.” The senior rater profile requires the rating official to identify the best talent and reserve the top block assessment for those who are truly deserving. While the box check is important, the senior rater’s narrative comments are just as significant. The narrative comments should quantify and support the box check. (Note: No credit will be applied to the senior rater profile so everyone will start from zero (0). This will require all senior raters to identify the best talent and closely manage their profile thereby eliminating inflation.) The senior rater will also list two successive assignments and one broadening assignment that the rated NCO can best serve the Army in the future. Up to 5 lines of text (bullet format) Up to 5 lines of text (narrative format) Duty title only Duty title only Duty title only

Strategic-level Report (CSM/SGM) (Back)
Focuses on large organizations and strategic initiatives; aligns with Army Leadership Doctrine Rater – Narrative must address each attribute and competency Rater overall performance is not limited Senior rater profile is limited to 24% for “MOST QUALIFIED” selection; no credit applied – only one of the first four reports may be “MOST QUALIFIED” Senior rater – narrative format Up to 5 lines of text (narrative format) SHOW SLIDE 70: Strategic-level Report (CSM/SGM) (BACK) TLO 7: Identify Types of NCO Evaluation Reports The strategic-level report for Command Sergeant Major / Sergeant Major (CSM/SGM) will focus on large organizations and strategic initiatives. It’s similar to the OER in that the rater and senior rater will assess using narrative comment format. The rater’s assessment of overall performance and the senior rater’s assessment of overall potential will function the same as the organizational-level report for Staff Sergeant through First Sergeant / Master Sergeant (SSG-1SG/MSG). Up to 4 lines of text (narrative format) Limited to 24% Duty title only Duty title only Duty title only

Part V – Senior Rater Overall Potential
“MOST QUALIFIED” – identify NCOs with strong potential for promotion in the secondary zone; ahead of peers (Note: Senior raters will manage a constrained profile up to 24% for the top block or “MOST QUALIFIED”.) “HIGHLY QUALIFIED” – identify NCOs with strong potential for promotion with peers “QUALIFIED” – identify NCOs who demonstrate potential to be successful at the next level; promote if able “NOT QUALIFIED” – identify NCOs who do not demonstrate potential for promotion; recommend separation SHOW SLIDE 71: PART V - SENIOR RATER OVERALL POTENTIAL TLO 7: Identify Types of NCO Evaluation Reports For the organizational-level and strategic-level reports, the senior rater will assess the rated NCO’s overall potential during the rating period compared against other NCOs, of the same rank, the senior rater currently senior rates and has senior rated previously. If the rated NCO’s potential exceeds that of the majority of NCOs in the senior rater’s population, then the senior rater will place an “X” in the “MOST QUALIFIED” box. This box check identifies NCOs with strong potential for promotion in the secondary zone and ahead of peers. In order to maintain a credible profile, the senior rater must have up to 24% of the ratings in a grade to retain the “MOST QUALIFIED” label. If the rated NCO’s potential is consistent with the majority of NCOs in the senior rater’s population, then the senior rater will place an “X” in the “HIGHLY QUALIFIED” box. This box check identifies NCOs with a strong potential for promotion with peers. If the rated NCO’s potential is adequate, but beneath the majority of NCOs in the senior rater’s population, then the senior rater will place an “X” in the “QUALIFIED” box. This box check identifies NCOs who demonstrate potential to be successful at the next level, promote if sufficient allocations are available. If the rated NCO’s potential is below the majority of NCOs in the senior rater’s population, then the senior rater will place an “X” in the “NOT QUALIFIED” box. This box check identifies NCOs who do not demonstrate potential for promotion, recommend separation.

(applies to SSG-CSM/SGM)
Rater Tendency Label (applies to SSG-CSM/SGM) Total Ratings: 12 Note: This is the rater’s “capstone” assessment of performance and opportunity to “stratify / quantify.” SHOW SLIDE 72: Rater Tendency Label TLO 7: Identify Types of NCO Evaluation Reports The rater tendency label depicts the rater’s overall rating history in a particular grade. The example shows that the rater rendered 12 ratings for Sergeant First Class. Of those 12, the rater identified two (2) as “FAR EXCEEDED STANDARD,” three (3) as “EXCEEDED STANDARD,” six (6) as “MET STANDARD,” and one (1) as “DID NOT MEET STANDARD.” Because the rater tendency is unconstrained (i.e., no limitation), it is imperative that the rater maintain a credible rating history. In the event the rater tendency reflects inflation (for example, out of 12 total ratings, eight (8) are either “FAR EXCEEDED STANDARD” or “EXCEEDED STANDARD”), then there is the potential for the rater’s credibility to be questioned when reviewed by a DA Centralized Selection Board and/or the rater’s rating chain. When selection board members view the Rater Overall Performance section, they will see the performance box check, the rater’s tendency, and comments quantifying/qualifying the box check. An additional feature within the Evaluation Entry System (EES) is the ability for the rater’s rater and senior rater to view the rater’s rater tendency. This will allow the rater’s rating chain to provide oversight and guidance to ensure the rater is managing his/her rater tendency in accordance with Army guidance. It is also important to note that the rater’s rater and senior rater will have visibility of the rater’s tendency report. Leaders are responsible for developing, mentoring, and counseling raters in order to discourage inflation and protect a rater’s credibility. Key information includes the following: Rater tendency (i.e., rating history) – the value below each box equals the overall history of those ratings in this grade Rater tendency label will be imprinted on the NCOER and viewable within the Evaluation Entry System (EES) by the rater’s rater and senior rater

Senior Rater Profile Label (applies to SSG-CSM/SGM)
HQDA COMPARISON OF THE SENIOR RATER’S PROFILE AT THE TIME THIS REPORT PROCESSED HIGHLY QUALIFIED RNCO: SMITH, BOB SR: DODD, JANE DATE: TOTAL RATINGS: 3 RATINGS THIS NCO: 1 Key information includes the following: Senior rater’s profiled assessment of rated NCO’s potential Senior rater’s total number of ratings Number of ratings for the rated NCO by the current senior rater SHOW SLIDE 73: Senior Rater Profile Label TLO 7: Identify Types of NCO Evaluation Reports The senior rater assessment of the rated NCO’s overall potential will be CONSTRAINED and limited to 24% top block or “MOST QUALIFIED.” There will be no credits given to senior raters. However, senior raters will be able to use a “Silver bullet” which refers to the senior rater being able to render a top block for any one of the first four reports for a particular grade (SSG through CSM/SGM). For example, if the senior rater renders a “MOST QUALIFIED” for the first NCOER, then the next seven will have to be either “HIGHLY QUALIFIED,” “QUALIFIED,” or “NOT QUALIFIED.” The senior rater profile requires the rating official to identify the best talent and reserve the top block assessment for those who are truly deserving. While the box check is important, the senior rater’s narrative comments are critical because they amplify the box check and the NCO’s future potential. The narrative comments are critical and should quantify and/or support the box check. Once processed at HQDA, the senior rater profile label will be applied to the completed NCOER. It will show the following: Rated NCO’s name Senior rater’s name Date received at HRC Total number of ratings rendered by the senior rater for that rank/grade Total number of ratings for this NCO

Check on Learning 1. The NCOER remains the primary tool for documenting what? a. Performance and promotion b. Potential and promotion c. Performance and potential d. Promotion and military education 2. The Senior Rater assessment of the rated NCO’s overall performance is limited to what percentage of a top block or “MOST QUALIFIED “ selection? a. 50% b. 49% c. 25% d. 24% 3. Match the form to the title: SHOW SLIDE 74: CHECK ON LEARNING TLO 7: Identify Types of NCO Evaluation Reports NOTE TO INSTRUCTOR: Conduct a check on learning. 1. The NCOER remains the primary tool for documenting what? a. Performance and promotion b. Potential and promotion c. Performance and potential d. Promotion and military education 2. The Senior Rater assessment of the rated NCO’s overall performance is limited to what percentage of a top block or “MOST QUALIFIED “ selection? a. 50% b. 49% c. 25% d. 24% 3. Match the form to the title. (2) (3) (4) (1) DA Form DA Form A DA Form DA Form 1. Strategic-Level Report (CSM/SGM) 2. Direct-Level Report (SGT) 3. NCOER Support Form 4. Operational-Level Report (SSG-1SG/MSG)

Officer Evaluation Reports
(OERs) DA Form DA Form DA Form DA Form SHOW SLIDE 32: OFFICER EVALUATION REPORTS (OERS) TLO 5: Identify Forms used for Evaluations DA Form DA Form DA Form DA Form

Company Grade DA Form 67-10-1 (Front)
Administrative data remains consist with the old OER (67-9) Highlights the need for a supplementary reviewer is required by updated AR / DA PAM 623-3 Addresses the completion of the multi-source assessment feedback Rater’s comments pertaining to APFT move to Page 1 Performance block checks and the Rater’s overall performance assessment SHOW SLIDE 33: COMPANY GRADE DA FORM (Front) TLO 5: Identify Forms used for Evaluations Here is an example of what the front side of the Company Grade form looks like. I show you for frame of reference; I will enlarge portions of the form on subsequent slides for discussion. -The Company Grade Evaluation will be used for 2LTs through CPT and WO1s through CW2. You will note that the top half closely resembles the previous evaluation with the exception of a 360 MSAF date box which will replace the mandatory Multi-Source Assessment and Feedback (MSAF) statement required on the previous OER form. -Just below the duty description is a new APFT field. Raters now have the option to comments APFT if desired. Mandatory comments will be required for failures, profiles which preclude an officer from performing his/her duties, and failing to meet height/weight standards etc. -The rater will indicate the number of officers he or she rates at that current grade and whether or not the OER Support Form was submitted to the rater. -Below the APFT section is where the Rater will indicate his/her assessment based on duty performance against the Army officer peers that a Rater rates. You will notice that the names of the boxes have changed to “EXCELS,” “Proficient,” “Capable,” and “Unsatisfactory. Raters will be limited and not be able to give more than 49% in the “EXCELS”. -The Rater’s comment block will allow for up to “four” lines of narrative text as is pertains to “PERFORMANCE” only. Up to 4 lines of text 33

Company Grade DA Form 67-10-1 (Back)
Focused on Attributes and Competencies (ADRP 6-22) More prescriptive Performance based assessment Mandatory entry for each Attribute/Competency Encourages specific discussion with Rated Officer on desired traits Comments on performance – not potential Intermediate Rater if applicable Senior Rater block checks redefined to better identify leader potential Most Qualified Highly Qualified Qualified Not Qualified Up to 4 lines of text Up to 5 lines of text SHOW SLIDE 34: RATER ASSESSMENT COMPANY GRADE FORM PAGE 2 TLO 5: Identify Forms used for Evaluations -Page 2 of the Company Grade form is broken down into 6 different areas where the Rater will write up to “four” lines of narrative for the leadership attributes and competencies which align with the Support Form and ARDP 6-22 doctrine. -The Intermediate Rater comments block will only be utilized for special branches that require dual supervision/advisory such as Chaplains and JAG officers etc. Intermediate Raters may enter up to “five” lines of narrative comments where they will address both “Performance” and “Potential.” -The Senior Rater box checks will still have 4 box checks, though the names of the boxes have changed. The previous “Above Center of Mass” is now the “MOST QUALIFIED” which is still limited to LESS than 50%. The previous “Center of Mass” is now “Highly Qualified.” “Qualified” does not refer the report. Highly qualified is not constrained and it is important to note that “Qualified” is not adverse. -The Senior Rater comments box looks similar but will be limited to “five” lines of narrative and the Senior Rater will only comment on “Potential.” The future assignments field at the bottom of the form has changed. The SR Rater must now list three “future successive” assignments looking 3-5 years out. Up to 5 lines of text 34

Field Grade DA Form 67-10-2 (Front)
Administrative data remains consist with the CO Grade evaluation Raters have the opportunity to comment on possible broadening and operational assignments Attribute of Character is highlighted on the Field Grade Form SHOW SLIDE 35: FIELD GRADE DA FORM (FRONT) TLO 5: Identify Forms used for Evaluations This slide shows what page 1 of the Field Grade Form looks like. -The administrative data in the top third of the form is the same as the Company Grade Report. There are two new assignments fields at the bottom of the page. The first is where the Rater can indicate up to three “Broadening” assignments best suited for the rated officer. The second is where the Rater may list the 3 “operational” assignments where the rated officer is best suited for. Ideally think 3-5 years out. The last field at the bottom of the form is where the Rater will write up to 4 lines of narrative text commenting on Character. 35

Field Grade DA Form 67-10-2 (Back)
Rater comments on the Officer’s performance against the Attributes and Competencies during the rating period Box checking philosophy remain consistent; less than 50% EXCELS Rater’s overall performance is further codified in the Comments section No comments on potential Up to 5 lines of text Up to 4 lines of text Up to 5 lines of text SHOW SLIDE 36: RATER ASSESSMENT - FIELD GRADE DA FORM (BACK) TLO 5: Identify Forms used for Evaluations -Raters will have up to 5 lines of narrative text which demonstrate “Performance” regarding Field Grade attributes and competencies as it relates to the Rated Officer’s duty description. (Note: Raters will not mention potential) The Rater will indicate how many Army Officer he/she “currently” rates and indicate whether an OER Support Form was submitted to the Rater. The Rater will check the appropriate box based on overall performance based on all of the officers in that specific grade that he or she has rated. -The Rater’s “EXCELS” box check is the only constrained box. It is limited to 49% or less. Just below the Rater’s overall performance box check, the Rater has up to 4 lines of narrative text to comment on the Rated Officer’s overall performance as compared to everyone of that grade the rater has rated to date. -Intermediate Raters will only be used for Special Branches and some Joint situations. They will have 5 lines of narrative text where they will comment on both performance and potential. The Senior Rater portion is the same as on the Company Grade form. The Senior Rater will have up to 5 lines to comment on “potential” only, then list the 3 future successive assignments the officer is best suited for, looking 3-5 years out. Up to 5 lines of text 36

Rater Recommended Assignments
(Field Grade and Strategic Level) Field Grade Plate- Rater Recommended Strategic Grade Plate- Rater Recommended SHOW SLIDE 37: RATER RECOMMENDED ASSIGNMENTS TLO 5: Identify Forms used for Evaluations -This slide shows close up portions of the Field Grade and Strategic grade reports where Raters MAY recommend potential “Broadening,” “Operational”, and “Strategic” assignments looking 3-5 years out. -This data will assist Assignment and Career Managers in selecting the right officer for the right assignment. 37

Strategic Report DA Form 67-10-3 (Front)
Admin data mirrors Company and Field Grade forms Raters will recommend future strategic assignments to assist talent managers in placing the Rated Officer into their next duty assignment Strategic Grade SHOW SLIDE 38: STRATEGIC REPORT DA FORM (COL) (FRONT) TLO 5: Identify Forms used for Evaluations -The front page of the Strategic Grade Colonel report mirrors the field grade report with one exception. Instead of recommending “Broadening” and “Operational” assignments, on the COL report Raters “may” provide up to 3 “Strategic” level assignments best suited for that officer. -Raters will have up to 4 lines of narrative text to comment on character. 38

Strategic Report DA Form 67-10-3 (Back)
Rater’s of COLs will comment on the Officer’s potential Senior Rater box check labels change from Company and Field Grade Officer forms Up to 5 lines of text Up to 5 lines of text SHOW SLIDE 39: STRATEGIC REPORT DA FORM (COL) (BACK) TLO 5: Identify Forms used for Evaluations Because the math will change, Senior Raters of Colonels, will have their COL profile re-start on 1 Apr 14 for reports rendered using the They will then be given a credit of 5 in “Retain as Colonels” which will allow immediate recognition of top performers. -Unlike the Field Grade report, Raters of Colonels will have 5 lines of narrative to comment on Performance and an additional 5 lines of narrative to comment on Potential. -The names of the box checks in the Senior Rater section have changed to better stratify top performers. There is a “Multi-Star” and “Promote to BG” block. Both are equivalent to the previous “Above Center of Mass.” The Multi-star potential block is limited to not more than 24%. The cumulative percentage of both Multi-star and Promote to BG cannot exceed 49%. (Note. A Senior rater can elect NOT to give any multi-star blocks and issue up to 49% for the Promote to BG block). -There is a 3rd box, “Retain as Colonel” which is equivalent to a Center of Mass. Cumulative percentage must remain below 50% 39

Strategic Report DA Form 67-10-4 (Front)
1-Page OER for BGs Rater and Senior rater both comment on character and potential No rater and senior rater box check Processes thru HRC to Officers Army Military Human Resource Record SHOW SLIDE 40: STRATEGIC REPORT DA FORM (BG) (FRONT) TLO 5: Identify Forms used for Evaluations This slide shows an example of the Brigadier General evaluation report. It is a one page evaluation report. -Raters and Senior Raters will comment on both “Character” and “Potential.” -Like the other three evaluation reports, this evaluation report will also be processed through HRC and ultimately to the Officer’s OMPF. 40

OER Possible Combinations
EXCELS X MOST QUALIFIED PROFICIENT HIGHLY QUALIFIED CAPABLE QUALIFIED UNSAT NOT QUALIFIED EXCLLS 16 TOTAL POSSIBLE COMBINATIONS PROFICIENT / HIGHLY QUALIFIED = THE NORM WATCH FOR MISMATCHED RATINGS 7 VERSIONS OF A REFERRED REPORTS SHOW SLIDE 41: OER POSSIBLE COMBINATIONS TLO 5: Identify Forms used for Evaluations 41

Check on Learning 1. What Form is used for Company Grade Evaluations 2LT through CPT and WO1 through CW2? DA Form DA Form is used for what type of Officer Evaluation Report? Strategic Report 3. On DA Form , Raters and Senior Raters will comment on what two areas? Character and Potential SHOW SLIDE 42: CHECK ON LEARNING TLO 5: Identify Forms used for Evaluations NOTE TO INSTRUCTOR: Conduct a Check on Learning. 1. What Form is used for Company Grade Evaluations 2LT through CPT and WO1 through CW2? DA Form 2. DA Form is used for what type of Officer Evaluation Report? Strategic Report 3. On DA Form , Raters and Senior Raters will comment on what two areas? Character and Potential

Rater Profile 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 OER profiles calculated based on date Rater “Locks” the profile May not Lock profile earlier than 14 days prior to report THRU Date OERs are due at HRC within 90 days after the thru date of evaluation Senior Rater sequencing does not interfere with the Rater’s Locked profile Maintain a working copy of your rater profile and monitor for accuracy Profile calculators will be provided in EES for raters to use, which will assist with profile management SHOW SLIDE 43: RATER PROFILE TLO 6: DEFINE RATER AND SENIOR RATER PROFILE MANAGEMENT -This slide covers some of the basic fundamentals of the Rater Managed Profile Technique. -Raters of LTCs and below will now be accountable and limited to the number of “EXCELS” block he/she can give. Raters must ensure that of the OERs submitted that he/she remains awards less than 50% of all OERs, by grade, as a top box EXCELS selection. -Raters will receive a credit of 3 in the “Proficient” box which will allow a Rater the flexibility to render an “EXCELS” for not more than “two” of the first 3 reports. (Note: If a Rater submits 1 “EXCELS” then the math is 1 EXCELS combined with credit of 3 proficient which makes 1 “EXCELS” of 4 combined reports which equals 25% total for EXCELS – when a Rater submits 2 EXCELS combined with credit of 3 proficient's, then the profile is 2 “EXCELS” of 5 reports which equals 40% EXCELS (which is less than 50% and within tolerance.) -Profiles are calculated upon receipt at HQDA. -Evaluations are still due to HRC NLT 90 days after thru date on the evaluation. -Raters will have to manage a profile which is a Dash 2 (-2) and monitor it for accuracy. Leaders must share experiences on profile management with junior officers. -The new Evaluation Entry System (EES) will have built in profile calculators to assist raters. It is extremely important to note that evaluations that are mailed in must be accounted for by rater until they have been received at HRC and calculated into an individual’s profile numbers. The Entry Evaluation System will prevent an individual from breaking their profile however it is only as accurate as what it can see. Mailing an eval is like writing a check. Your bank does not know you have written a check until it arrives get deducted. 43

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: NORM 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. SHOW SLIDE 44: RATER BOX CHECK DEFINED TLO 6: DEFINE RATER AND SENIOR RATER PROFILE MANAGEMENT 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** SHOW SLIDE 45: RATER PROFILE MANAGEMENT TLO 6: DEFINE RATER AND SENIOR RATER PROFILE MANAGEMENT On this slide you’ll see some of the basic fundamentals of the new Rater Managed Profile Technique for raters of LTCs and below. The Managed Profile Technique ensures raters can have confidence that other Raters are not gaining an advantage and that they are still able to give their best officers a good rating without hurting other. Of course, the bottom line of the technique is that Raters must keep less than 50% of all OERs written, separated by grade, as a top box “EXCELS”. HRC will apply a credit of 3 in “Proficient” once the profile is started. The rater cannot mention the box check in any way as a means to ‘beat” the restriction. The rater cannot say: “if I had an EXCELS box to give”--- The rater cannot go back and “retrospectively” change the block check either. The profile is calculated upon rater’s LOCKING the report in EES. OERs are due at HRC within 90 days of Thru date on report, so plan accordingly. EES will assist raters and senior raters with profile management, but raters can always keep a separate tracker/calculator that I will show you later. Can unlock but must send a memorandum to HRC requesting so (MILPER Message) 45

Rater Profile Rater Profile - 4 Box System
Profile Credit of 3 – By Grade Profile Credit Start After first 10 Reports with Credit After first 20 Reports with Credit Rater profile credit of 3 in Proficient Box. Profiles are counted by grade, not cumulative for all grades Rater may submit: 6 of first 10 as EXCELS EXCELS box must be less than 50% profile limitation Rater may submit: 11 of first 20 as EXCELS EXCELS cannot exceed the 50% profile limitation SHOW SLIDE 46: RATER PROFILE (PROFILE CREDIT OF 3 – BY GRADE) TLO 6: DEFINE RATER AND SENIOR RATER PROFILE MANAGEMENT This slide depicts the Rater profile math using the 4 box system. Each grade will receive a credit of 3 in the “Proficient” category. Looking at the first diagram you can see where the rater has been credited with 3 in the “Proficient” category. The second diagram shows how the math will add up after the first 10 evaluations have been submitted (13 evaluations factoring in the credit of 3). After submitting 6 evaluations with “EXCELS” and 7 with “Proficient” it will bring the rater’s profile to 46% in “EXCELS” which is within the LESS THAN 50% standard. The “Proficient” category will be at 53%. The third diagram shows how the math will calculate after the first 20 reports have been submitted with a credit of 3 in “Proficient.” A rater can submit up to 11 evaluations with “EXCELS” and 12 with “Proficient” which will put the Rater’s “EXCELS” profile at 47.8% which is still within standard of being LESS THAN 50%. Using a Profile Credit of 3: Minimal inflation in the “EXCELS” Box 46

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 PROFICIENT CAPABLE UNSATISFACTORY X Norm Comments: Example Rater Label: HQDA COMPARISON OF THE RATER’S PROFILE AND BOX CHECK AT THE TIME THIS REPORT PROCESSED SHOW SLIDE 47: RATER BOX CHECK TLO 6: DEFINE RATER AND SENIOR RATER PROFILE MANAGEMENT This slide depicts the box checks that a Rater can select with regard to the rated officer’s performance as compared to all of the officers the Rater has rated throughout his/her career. The bottom portion of this slide shows an example of the HQDA label that will be over-stamped on the OER once processed at HQDA. The label will contain the Rated Officer’s name, date the evaluation was submitted to HQDA, the number of ratings for this officer, and the total number of ratings for officers in this grade. PROFICIENT RO: RANK SOLDIERS NAME SSN: xxx-xx-xxxx DATE: RATINGS THIS OFFICER: R: RANK/GRADE NAME SSN: xxx-xx-xxxx TOTAL RATINGS: Comments: 47

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 profile 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. SHOW SLIDE 48: RATER MANAGED PROFILE LABELING RULES TLO 6: DEFINE RATER AND SENIOR RATER PROFILE MANAGEMENT Shown on the slide are the first two of four rules involved with a managed profile technique for those receiving a box check. Rule 1: If the Proficient box is checked, a HQDA electronically generated Proficient label will be applied to the report, regardless of the senior rater’s profile. Rule 2: If Capable box or Unsatisfactory box is checked, a HQDA electronically generated Capable label or Unsatisfactory label will be applied to the report, regardless of the senior rater’s profile. NOTE: Tell the students that the Proficient, Capable, and Unsatisfactory are added together when determining the next two rules - those for EXCELS boxes. Rule #4: MISFIRE – “If the Rater 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. EES will not allow Misfires online. 50

Example Rater Profile Calculator/Tracker
Will be available thru Evaluation Entry System Website SHOW SLIDE 49: RATER PROFILE CALCULATOR/TRACKER TLO 6: DEFINE RATER AND SENIOR RATER PROFILE MANAGEMENT INSTRUCTIONS FOR RATER PROFILE MANAGEMENT CALCULATOR This worksheet is designed to assist raters in keeping track of ratings rendered under the Officer Evaluation Entry System using DA Form This unofficial worksheet should mirror information found on the profile report. It is available thru Evaluation Entry System Website Raters must maintain a separate worksheet for each rank, for the ranks of WO1, CW2, CW3, CW4, 2LT, 1LT, CPT, MAJ, and LTC. The rater will have one combined profile for each component: Active, USAR, and ARNG are not separate. Promotable officers serving in positions authorized at the promotable grade are profiled at the higher grade by entering a rank with (P) in Part Ic on the OER. This is an unofficial worksheet, which may be modified to meet individual needs. Instructions for columns on the worksheet follow: 1. On the correct rank TAB at bottom of sheet, enter the Ratee’s Name, Type, and Date of Evaluation. 2. Enter a one in the corresponding Box Checks (grey box) column. You see a credit of 3 in Proficient Box to allow Raters some flexibility on issuing EXCELS for initial reports. 3. Annotate the box check the Rater made on the OER in the Profile (green box) column by adding a “1” to the respective box and carry the balances down from above. For computing and profiling purposes Proficient, Capable, and Unsatisfactory box checks are totaled, then the number of EXCELS issued is divided by the total number of reports completed to get % EXCELS (must remain under 50%). The total column (in yellow) calculates the total number of Evals completed for that rank. Information should be verified with HRC (by reviewing EES periodically). 4. Enter date due to HRC (forecast 90 days after thru date of evaluation) 5. Enter the actual date completed at HRC (verify in EES). 6. Total EXCELS % calculates number of EXCELS at far right of the sheet (tan), which must maintain less than 50%. POC: OER Profile Policy questions. Evaluation Systems Office, USA HRC, (502) (DSN: 983), 49

Senior Rater Box Check LTC & Below
Four box profile remains consistent with previous system; provides more options for senior raters Highly Qualified and Qualified enable greater stratification Most Qualified becomes the control box (limited to less than 50%) No restart of profile; no close-out reports LT / WO1 reports are no longer masked MOST QUALIFIED: Strong potential for BZ and CMD; potential ahead of peers HIGHLY QUALIFIED: Strong potential for promotion with peers QUALIFIED: Capable of success at the next level; promote if able NOT QUALIFIED: Not recommended for promotion Box Check Assessment = Current COM SHOW SLIDE 50: SENIOR RATER BOX CHECK LTC & BELOW TLO 6: DEFINE RATER AND SENIOR RATER PROFILE MANAGEMENT -Senior Raters will continue to have a 4 box check system they can use to assess Potential. -The top 3 blocks are favorable. Each recommends promotion. -Highlighted in yellow box to the right, it defines the level of stratification for potential and future promotion. -Profile transfers for LTC and below. The New system will read from your existing SR profile, and continue to include any reports submitted using the 67-9 when providing the real-time SR profile. Additionally, Senior Raters will receive a “Warning Label” if rendering a Most Qualified box will cause a misfire. An official misfire (going over 49.9% in that rank) will calculate the SR profile against the Most Qualified box, but show a DA Label of Highly Qualified when the board reviews the OER. Not Referred 52

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 no longer masked 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 SHOW SLIDE 51: RATER TIPS TLO 6: DEFINE RATER AND SENIOR RATER PROFILE MANAGEMENT The Rater is the first rating official in the military rating chain. Raters should use their position and experience to evaluate the rated Soldier from a performance perspective. Rater’s assessment is the link to the day to day observation of the rated Soldier’s performance. Raters use the narrative and block check with definitions to provide this assessment. Use the support form as a communication tool and be honest and forthright. Reminder: LT reports are no longer masked upon promotion to CPT and WO1 reports are no longer masked upon selection to CW3. There will be times when the Rater will have to make a hard call to identify weak performers, so be ready to explain your rating. Don’t be afraid of referred reports to hold substandard performers accountable! Put it in writing and tell rated officers what they need to do to improve. On the other side, ensure success is articulated and recognized. Raters must become familiar with their rated population of officers and track when reports are due. In addition, raters must always have an idea of their profile status and manage accordingly. We’ll discuss how to manage a profile during the next few slides. 51

Referred Reports (OER)
A relief for cause report Any report with negative remarks; where the required explanation has derogatory information A rater performance evaluation of “Unsatisfactory” in part IV; A rater performance evaluation of “Capable” in part IV Any report with an entry of “FAIL” in Part IV, indicating noncompliance with AR 350–1; or an entry of “NO “ indicating noncompliance with AR 600–9 A SR potential evaluation of “Not Qualified” or “Unsatisfactory” in part or “Qualified” or “Retain as Colonel” in part VI, block a where the required explanation has derogatory information. SHOW SLIDE 27: REFERRED REPORT TLO 4: IDENTIFY TYPES OF EVALUATION REPORTS The following types of reports will be referred to the rated officer by the senior rater for acknowledgment and comment before they are sent to HQDA (see DA Pam 623–3, Paragraph 2–28, for detailed instructions and process for handling referred OER reports): A “Relief for Cause” report submitted under the provisions of paragraph 3–54. AR 623-3, Para 3-26, 3-54/55 DA PAM 623-3, Paras 2-28 thru 2-30

SHOW SLIDE 30: EVALUATION NARRATIVE MESSAGES
TLO 4: IDENTIFY TYPES OF EVALUATION REPORTS

Senior Rater Profile Management
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 SHOW SLIDE 52: SENIOR RATER PROFILE TLO 6: DEFINE RATER AND SENIOR RATER PROFILE MANAGEMENT Senior raters must maintain less than 50% for all reports written on officers WO1-LTC in a single grade in the Most Qualified Box to retain the MOST QUALIFIED label at final processing. A rule in AR allows any one of the first four OERs written in any grade to be a Most Qualified, even though the percentage might exceed the 50% rule. After the first four reports are rendered, any OERs for a given grade must maintain an Most Qualified percentage less than 50%. OER Senior Rater profiles are calculated based on date of receipt at HQDA. Multiple OERs received on the same day will profile as of DATE TIME OF receipt and will include HARD COPY (mailed or copies) as of the synchronization date (day prior). If the rated officers name is not included in your profile numbers and his or her OER was not sent via EES, you may misfire. OERs process and profile at HQDA in date of receipt order. An OER received today will not complete processing and profiling before one of the same rank and same senior rater that arrived last week. The profile for any single grade may only be restarted if at least 3 OERs for the same grade have processed, senior raters obtain permission /authorization from their senior raters and at least one OER in this grade has already been documented as a misfire. The senior rater must notify HQDA Evaluations Systems Office (HQDA-ESO) and both must agree to the effective date and grade(s) for the restart. 52

Senior Rater Box Check COLs
No Rater “box check” Rater narrative comments focused on performance and potential Change Box Check Terminology and option of 24% and % limits (more restrictive than current system) More clearly identifies the best compared to current system Requires restart of COL population Senior Rater will receive a “credit” of 5 to start profile in “Retain as Colonel” block Senior Rater philosophy will best determine how to describe the rated officer’s General Officer Potential a. POTENTIAL COMPARED WITH OFFICERS SENIOR RATED IN SAME GRADE (OVERPRINTED BY DA) MULTI-STAR POTENTIAL (Limited to no more than 24%) PROMOTE TO BG (25% to 49%) RETAIN AS COLONEL UNSATISFACTORY Note: Combined cumulative percentages of both “MULTI-STAR POTENTIAL” and “PROMOTE TO BG” will not exceed 49% CUMULATIVE % Remains less than 50% Multi-Star limited to 24% of total reports Promote To BG limited to 25 – 49.9% of total reports MULTI-STAR POTENTIAL (Limited to no more than 24%) PROMOTE TO BG (25% to 49%) SHOW SLIDE 53: SENIOR RATER BOX CHECK COLs TLO 6: DEFINE RATER AND SENIOR RATER PROFILE MANAGEMENT Because the math will change, Senior Raters of Colonels, will have their COL profile re-start on 1 Apr 14 for reports rendered using the They will then be given a credit of 5 in “Retain as Colonels” which will allow immediate recognition of top performers. -Unlike the Field Grade report, Raters of Colonels will have 5 lines of narrative to comment on Performance and an additional 5 lines of narrative to comment on Potential. -The names of the box checks in the Senior Rater section have changed to better stratify top performers. There is a “Multi-Star” and “Promote to BG” block. Both are equivalent to the previous “Above Center of Mass.” The Multi-star potential block is limited to not more than 24%. The cumulative percentage of both Multi-star and Promote to BG cannot exceed 49%. (Note. A Senior rater can elect NOT to give any multi-star blocks and issue up to 49% for the Promote to BG block). -There is a 3rd box, “Retain as Colonel” which is equivalent to a Center of Mass. Two ACOM Boxes 53

Profile Credit of 5 for COL Report
Profile Credit at Implementation After first 5 Reports with Credit After first 10 Reports with Credit Senior Rater may submit: 2 of first 5 reports as MULTI-STAR 24% 2 of first 5 as PROMOTE TO BG. Top two boxes cannot equal (50%) cumulative profile limitation for the top two boxes Senior Rater may submit: 3 of first 10 reports as MULTI-STAR 24% 4 of first 10 as PROMOTE TO BG. Top two boxes cannot equal (50%) cumulative profile limitation for the top two boxes Senior Rater Limit: No more than 24% for Multi-Star No more than 25-49% for Promote to BG SHOW SLIDE 54: PROFILE CREDIT OF 5 FOR COLONEL REPORT TLO 6: DEFINE RATER AND SENIOR RATER PROFILE MANAGEMENT This slide shows what the math will look like once the Colonel profile has been reset and given a credit of 5 in the “Retain as Colonel” category. -The second box shows what the profile will look like after the first 5 reports with credit of 5 factored in. A senior rater can give up to 2 “Multi-star” and 2 “Promote to BG.” The cumulative percentage of both Multi-star and Promote to BG is 40%. The third box shows what the profile will look like after the first 10 reports with credit of 5 “Retain as Colonel” factored in. Three of the first 10 reports can be given a “Multi-star” and 4 of the first 10 can be “Promote to BG.” The combined total of Multi-star and Promote to BG is 46% which is just below the maximum percentage of 49%. Upon system restart, your profile will look like this.

How to Lock the Sr Rater Profile Allows Sr Raters to see their profile
SHOW SLIDE 55: HOW TO LOCK THE RATER PROFILE TLO 6: DEFINE RATER AND SENIOR RATER PROFILE MANAGEMENT This slide shows a snapshot of what the “Rater” will see within the new Evaluation Entry System. -After entering the Performance block comments , the Rater will select the appropriate overall performance block rating then will have to “lock” that rating. -The system has a built in profile calculator which will not let you select an “EXCELS” block if your profile does not support it. If an individual’s profile does not support giving an “EXCELS” box check then the option will be grayed out and not allow you to select it. -Once the rater “Locks” his/her box check, it cannot be unlocked by the rating official. If there is a need to make a change to the rater box check, the rater must contact HQDA and request an exception to policy.

Senior Rater Profile Calculator
WO1-LTC RATER PROFILE MANAGEMENT CALCULATOR SHOW SLIDE 56: W01-LTC RATER PROFILE MANAGEMENT CALCULATOR TLO 6: DEFINE RATER AND SENIOR RATER PROFILE MANAGEMENT Instructions for Rater Profile Management Calculator This worksheet is designed to assist raters in keeping track of ratings rendered under the Officer Evaluation Entry System using DA Form This unofficial worksheet should mirror information found on the profile report. Raters must maintain a separate worksheet for each rank, for the ranks of WO1, CW2, CW3, CW4, 2LT, 1LT, CPT, MAJ, and LTC. The rater will have one combined profile for each component: Active, USAR, and ARNG. Promotable officers serving in positions authorized at the promotable grade are profiled at the higher grade by entering a rank with (P) in Part Ic on the OER. This is an unofficial worksheet, which may be modified to meet individual needs. Instructions for columns on the worksheet follow: 1. On the correct rank TAB at bottom of sheet, enter the Ratee’s Name, Type, and Date of Evaluation. 2. Enter a one in the corresponding Box Checks (grey box) column. You see a credit of 3 in Proficient Box to allow Raters some flexibility on issuing EXCELS for initial reports. 3. Annotate the box check the Rater made on the OER in the Profile (green box) column by adding a “1” to the respective box and carry the balances down from above. For computing and profiling purposes Proficient, Capable, and Unsatisfactory box checks are totaled, then the number of EXCELS issued is divided by the total number of reports completed to get % EXCELS (must remain under 50%). The total column (in yellow) calculates the total number of Evals completed for that rank. Information should be verified with HRC (by reviewing EES periodically). 4. Enter date due to HRC (forecast 90 days after thru date of evaluation) 5. Enter the actual date completed at HRC (verify in EES). 6. Total EXCELS % calculates number of EXCELS at far right of the sheet (tan), which must maintain less than 50%. POC: OER Profile Policy questions. Evaluation Systems Office, USA HRC, (502) (DSN: 983), 56

What’s a Misfire? Definition: An OER with an Most Qualified box checked that receives a Highly Qualified DA label because the senior rater’s profile (50% or greater) does not support the Most Qualified rating. Mechanism to prevent: Senior Rater Contact Program. Once OERs are processed, a daily Potential Misfire roster ID’s problems. The SR is contacted and given options: Submit Highly Qualified OER(s) to support Most Qualified / re-sequence Withdraw/return potential misfire OER Give authorization to change box check to Highly Qualified (SR should notify rated officer) Officially misfire the report - What happens? Rated officer receives a Highly Qualified DA Label Most Qualified counts on SR profile, further limiting SR ability to give future Most Qualified SR receives a Discipline Memo thru their rating chain Bottom line: Know and manage your profile Management Support Division (HRC Ft Knox) will help and work with you SHOW SLIDE 57: WHAT IS A MISFIRE? TLO 6: DEFINE RATER AND SENIOR RATER PROFILE MANAGEMENT NOTE: Ask students if anyone has provided assistance to a senior rater regarding this topic. As discussed on the previous slide, a documented misfire is an OER submitted to HQDA with a DA Form 67-10, Part VIa MQ box check not supported by the senior rater profile for that grade and labeled by HQDA as center of mass.

Methods for Combating “Pooling”
Inclusion and specific discouraging of “pooling” via regulatory guidance Raises visibility of issue in a public forum which has not previously been done Still allows commanders and senior leaders to be responsible for designating rating schemes / Approved one level up Intermediate Rater limited to specialty branches only Example: AR Para 2-5: AS READ: "The Rater will normally be the immediate supervisor of....." NOW READS: "The Rater will be the immediate supervisor of...“ Para 2-7 AS READ: "The SR will normally be the immediate supervisor of....." NOW READS: "The SR will be the immediate supervisor of the Rater...” Also, NOW READS: “Commanders will rate Commanders” Also, NOW READS: “Rating Schemes will be approved one level up” Added "notes" throughout regulation at applicable locations (i.e. Managing the Rating Chain, Roles and Responsibilities, etc.) that brings "Pooling" to light. Evaluation Entry System (EES) will prompt the Senior Rater to validate that the form is accurate, and to attest that he/she is not promoting pooling. SHOW SLIDE 58: METHODS FOR COMBATING “POOLING” TLO 6: DEFINE RATER AND SENIOR RATER PROFILE MANAGEMENT Pooling - Elevating the rating chain beyond the senior rater's ability to know the officer, in an attempt to provide an elevated assessment “. Feedback: Suggestions to combat “pooling” were solicited from 4 Stars only Develop a directive/CSA Sends, which prohibits gaming system by pooling Discourage pooling in regulation; requiring senior raters to brief their senior raters on their rating schemes Talking points: Pooling runs counter to the intent and spirit of the evaluation system Discouraging Pooling will enhance fairness and equity of the system Regulatory guidance as measure to combat pooling will raise visibility in a public forum. There is no method to monitor or prevent pooling from the TOP down. Stronger rules about rating chain designation will enable the field to challenge rating chains through Commander’s Inquiry or IG investigation. 1. Make language "stronger" under rules of designating Rater and SR in AR 623-3, Para 2-5 and Para 2-7. Para 2-5 AS READS: "The Rater will normally be the immediate supervisor of....." WILL READ: "The Rater will be the immediate supervisor of..." Para 2-7 AS READS: "The SR will normally be the immediate supervisor of....." WILL READ: "The SR will be the immediate supervisor of the Rater... 2. Will add "note" throughout regulation at applicable locations (i.e. Managing the Rating Chain, Roles and Responsibilities, etc.) that brings "Pooling" to light. Example note: "Pooling of Officers, or elevating the rating chain beyond the senior rater's ability to know the officer, in an attempt to provide an elevated assessment (i.e. Most Qualified) protection for a specific group, not only runs counter to the intent and spirit of the evaluation system but is unprofessional as well. Rating schemes established under this criteria erode Soldier's confidence in the fairness and equity of the Evaluation Reporting System and in leaders. Commanders at all levels must ensure rating chains correspond as nearly as practical to the chain of command and supervision within an organization. Subsequently, senior raters must evaluate and identify their best officers based on performance and potential regardless of the particular position they occupy."

Check on Learning 1. If the Rater checks the “Proficient” box, then the report is always labeled as what? a. Excels b. Proficient c. Capable d. Unsatisfactory 2. Rater Profiles will receive a credit of __ in proficient for each rank rated. a. 1 b. 2 c. 3 d Evaluations are due to HRC NLT ____ days after the THRU date. a. 30 b. 60 c. 90 d. 120 SHOW SLIDE 59: CHECK ON LEARNING TLO 6: DEFINE RATER AND SENIOR RATER PROFILE MANAGEMENT NOTE TO INSTRUCTOR: Conduct a Check on Learning. 1. If the Rater checks the “Proficient” box, then the report is always labeled as what? a. Excels b. Proficient c. Capable d. Unsatisfactory 2. Rater Profiles will receive a credit of __ in proficient for each rank rated. a. 1 b. 2 c. 3 4 3. Evaluations are due to HRC NLT ____ days after the THRU date. a. 30 b. 60 c. 90 d. 120

Terminal Learning Objective
ACTION: Administer Evaluations Reporting Program CONDITIONS: In a classroom environment, given access to AR (Evaluation Reporting System), DA PAM (Evaluation Reporting System), access to Army Human Resource Command and Army Knowledge Online and awareness of Operational Environment (OE) variables and actors. STANDARDS: Students will meet the standard of 70% accuracy when they: 1. Identify the principles of the Evaluation Reporting System 2. Determine rating chain qualifications and responsibilities 3. Define counseling requirements that support the ERS 4. Identify types of Evaluations Reports 5. Identify Forms used for Evaluations 6. Define rater and senior rater profile management techniques 7. Identify types of NCO Evaluation Reports SHOW SLIDE 75: TERMINAL LEARNING OBJECTIVE NOTE: Review the following Terminal Learning Objectives with the students: 1. Identify the principles of the Evaluation Reporting System 2. Determine rating chain qualifications and responsibilities 3. Define counseling requirements that support the ERS 4. Identify types of Evaluations Reports 5. Identify Forms used for Evaluations 6. Define rater and senior rater profile management techniques 7. Identify types of NCO Evaluation Reports

Military Personnel Managers Course (CP50)

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