Cultivated a mindset to get better every day; encouraged subordinates to introduce ideas for improving the operating efficiency of the organization. This can be hard because you have limited space, so focus on the facts. # 1: S4 Officer The U.S. Army's Non-Commissioned Officer Evaluation Report (NCOER) is a crucial tool for assessing the performance and potential of non-commissioned officers (NCOs) in the U.S. Army. The objective is to divide and conquer, As many of the areas overlap with others. [login to see], SFC Williams can you add me to the list also? If there is no unit weigh-in during the period covered by the NCOER, the rater will enter the NCOs height and weight as of the THRU date of the NCOER. These six words are packed with meaning and expectation. Make sure you are part of the process! I was hoping for some examples of comments I could use. From the EES Landing Page, click on the "edit OER Support Form" button. Our recommended tips for completing the OERSF: #1) Keep a running log of your significant contributions and accomplishments throughout the rating period. He completed his change-of-command inventory with zero discrepancies or shortages. ~ Mentor Military. Rated NCO performs extraordinarily above the required Army standards and organizational goals of leader competencies and attributes; leadership enables Soldiers and unit to far surpass required organizational and Army standards; demonstrated performance epitomizes excellence in all aspects; this NCO and his/her Soldiers consistently take disciplined initiative in applying leader competencies and attributes; results have an immediate impact and enduring effect on the mission, their Soldiers, the unit, and the Army; often demonstrated by the best of the upper third of the NCOs of the same grade. Character statement for ssg alfred m. Chaplain Corps- 56M. The finished product is the single most important factor in promotions and successful careers. For example, good leaders develop soldiers, and by . Avoid comments like best 1lt in the army unless youre the army cos. %%EOF endstream endobj startxref That means that you must actively communicate with your supervisor throughout the OER process, not just when its due. SFC _____ demonstrates the potential to serve in positions of greater responsibility and wider impact on the Army. This website uses cookies to improve your experience while you navigate through the website. Skip to content. Soldiers deserve better than that. The same applies to outstanding performance. Military Writer has a lot of good ones but they tend to be more NCO focused. Fort Leonard Wood Army Basic Training Graduation Dates 2021. I look forward to hearing from you. Thanks. Currently performs at level(s) above grade, is a reliable source that the chain of command & NCO support channel can depend on to get the most demanding, difficult, and challenging task. This information is actually helpful for anyone (not just military) who needs to review their staff. I suggest bookmarking it and finding time to visit and read 1 or 2 posts daily. Gets Results. [toggle title="Bullets: Click Here to Open/Close"] achieved 100% accountability of equipment during change of command inventories and had all identified shortages on order, effectively managed his section by ensuring 100% of his Soldiers completed SSD level 1 before attending WLC, efficiently led her fire team during the company field training exercise, enabling the team to meet or exceed all mission timelines, developed a task assignment matrix to ensure subordinates clearly understood their roles while allowing them to accomplish delegated tasks, built a cohesive team to accomplish all reconnaissance and security tasks with minimal oversight; completely competent, enhanced unit readiness by ensuring his Soldiers completed annual MEDPROS training requirements, raised compliance from xx to xx%, depicted sound forbearing, managed priorities; contributed to unit success by identifying and clarifying obstacles; ranked in the top xx% of the company, managed mandatory requirements to ensure his boat detachment equipment was operational and secure, achieved all tasks in a satisfactory manner; supported the commanders safety and SHARP programs; accounted for all assigned equipment, enforced the unit safety program during ranges, motor pool operations, and training events leading to zero injuries, developed a strong prioritized work plan and anticipated change; completed all missions then assisted others to meet theirs, supervised an effective maintenance program in the platoon; maintained readiness at xx% with no past due services, achieved 100% accountability of equipment during Change of Command inventories and had all identified shortages on order, turned in over 200 lines of CL IX repair parts while reorganizing g the sections bench stock; returned over $150,00 of serviceable repair parts to the Army supply system, enforced the unit safety program during ranges, motor pool operations, and all training events; resulted in zero injuries during the rating period, can accomplish complex task with ease; designed the division drop zone and recovery plan, produces the honor graduate every time a member of the team attends school, builds team that can operate in a complex environment or the halls of an elementary school, supervised an effective maintenance program in the Platoon; maintained readiness at 98% with no past due services and average turnaround of four days on work orders, achieved positive results when confronted with major responsibilities and limited resources, maintained 100% accountability of $200,000 worth of MTOE equipment which resulted in the Battalions operational rate never falling below 98%, logged and tracked ammunition request for three BCTs with no discrepancies; properly forecasted Class V transfers from depot to Fort Hoods ASP, completed 51 of 70 tasks required to gain EOD Team Leader status in six months, maintained and serviced EOD specific tools, robotics, and vehicles worth $790K; resulted in team readiness rate of 97%, coordinated the inventory, packing, and delivery of over 75 pieces of HAZMAT, maintaining 100% accountability, managed the mandatory requirements to ensure his boat detachment equipment was operational and secure, achieved all tasks in a satisfactory manner Supported the commanders Safety and Sharp programs and accounted for all assigned equipment, depicted sound fore-bearing, managed priorities; identified and clarified obstacles which contributed to unit success; ranked in the top XX% of the company, obtained XX% of unit reenlistment goal due to (his/her) tenacious devotion towards mission accomplishment; placed XX among junior reenlistment NCOs within the brigade, developed a strong priority work plan and anticipated constant change; successfully completed all missions, then assisted additional AR Career Counselors to meet theirs, as assistant team leader, inspired his team to compete in the MPTY completion finishing winning the Brass Ensemble category, enhanced unit readiness by ensuring his Soldiers completed annual MEDPROS training requirements, raised compliance from 74 to 91 percent, successfully served in concurrent positions as Operations NCO and IMO while also leading his trumpet section and serving Bugle Roster NCOIC, always proactive; planned for timely record updates of eligible personnel for the FY__ ____ Board resulting in 100% certification of records, flawlessly executed numerous manifest/SRP operations for brigade Solders deploying for contingency operations, coached and mentored Soldiers to compete and win Soldier/NCO boards, guided Soldiers to proper resources whenever help is needed and lends support and guidance, provided over 70 Counterintelligence and Force Protection (FP) briefings and debriefings to over 300 personnel; increased awareness of FP threats, conducted HUMINT capabilities briefings so that supported units could better understand how to properly employ HUMINT, maintained accountability of all assigned equipment with zero losses or damage, certified with her Patrol Drug Detector Dog with a 90% detection proficiency and 10% false response ratio, 95% solve rate on all felony level investigations (31D); obtained highest confession rate in detachment/battalion, multifaceted NCO that is committed to the ultimate and timely accomplishment of the mission, maintained full accountability of assigned equipment; led the way on COMSEC audits, built a cohesive team that accomplished all reconnaissance and security tasks with minimal oversight; completely competent, successfully conducted three route reconnaissance missions during Warrior Forge, earned a commendable rating on his Tank/Bradley during the commanders maintenance inspection, qualified his tank/Bradley (qualification rating) on Gun Table VI, rated NCO leads his Soldiers through numerous door gunneries, each more complex than the last, rated NCO leads Soldiers through Readiness Level progression; all Soldiers RL1, maintained a 96 percent OR rate on his/her assigned aircraft; exceeding the DA standard for OR rate by 26 percent, NCO able to train his Soldiers on all mandatory training and still include time for unit morale functions, progressed to FI six months ahead of schedule; enhanced company level CE/RL progression training, all while supporting combat operations in multiple locations in OEF, provided expertise in joint airspace operations serving as the Airfield Management Element (AME), aggressively improved and shaped the Battalion Aviation Element (BAE) during JRTC rotation 15-03, conducted a PATRIOT/THAAD Capabilities Brief to the NATO Air Wing Commander enabling successful ADAM/BAE integration into Joint Air & Missile Defense Operations, provided clear and concise engagement drill commands allowing for the successful C-RAM intercept and destruction of two enemy rockets targeting deployed troops, executed flawless technical support to a JLENS surveillance operation of defended assets in the National Capital Region; provided flight profile analysis to Federal agencies, successfully led a howitzer/launcher/fire direction center/fire support section during a CTC rotation; receiving accolades from the DIVARTY and Brigade Commanders, provided clear and concise section crew drills during an Excalibur fire mission, resulting in a direct hit of the target, effectively managed his section by ensuring that 100% of his Soldiers completed SSD level 1 prior to attending WLC, showed great initiative by organizing and conducting OCIE layout and inventory without supervision, qualified his tank during Tank Table VI with a score of 782 during Company Stabilized Platform Gunnery, maintained 100% accountability of assigned equipment in excess of $4,000,000 through an NTC rotation and three FTX's, assisted with arranging and conducting company urinalysis; zero positive results during this rating period, inspects platoon Soldiers TA-50 monthly for accountability, serviceability, and cleanliness, conducted BATS and HIIDES capabilities training so that fire team could better understand how to properly employ Biometric toolset in combat, maintained accountability of all assigned equipment with zero losses or damage[/toggle], [toggle title="Bullets: Click Here to Open/Close"] failed to supervise subordinates; relieved for ineffectiveness and replaced by junior NCO, routinely failed to meet suspenses directed by his higher headquarters; failed to execute tasks and assignments on time; submitted x of x NCOERs late, failed to maintain standards; section rating decreased from excellent to satisfactory, cannot maintain team cohesion during training events; results in platoon demoralization, reported to work under the influence of alcohol and could not execute his duties, unable to adapt to change; violated EO principles by unfairly targeting female NCOs for their performance, failed to maintain proper accountability upon return from FTX; lost equipment/sensitive items valued in excess of $xxK, created an environment of conflict; made numerous negative comments about the commander to subordinate leaders, failure to adequately forecast training requirements led to shortages of ammunition and pyrotechnics during squadron training events, issued insufficient guidance and provided limited supervision to new Bradley crews during deployment preparation resulting in numerous safety violations, demonstrated a lack of leadership skill; lacks the confidence, managerial skills, and ability to make immediate decisions without supervisor's guidance, failed to supervise subordinates and follow proper maintenance procedures resulting in the loss of $xK worth of equipment, failed to manage priorities of work; missed 3 mission critical deadlines, failed to execute tasks and assignments in a timely manner, routinely failed to meet suspenses directed by his higher headquarters, unable to adapt to change; unfairly targeted female 12B NCOs for their performance, created an environment of conflict; made numerous negative comments about his Commander to subordinate leaders, inability to progress Soldiers above RL 3, failure to apply CRM resulted in loss of training time, inability to prioritize requirements, delegate tasks and apply the proper amount of supervision contributed to his platoon failing to SP on time during mission at NTC 15-6, failure to adequately forecast training requirements led to shortages of ammunition and pyrotechnics during Squadron training events, failed to maintain proper accountability upon return from FTX; lost sensitive items valued in excess of $10,000, missed numerous suspense dates to higher headquarters; failed to supervise and follow up on tasks delegated to subordinates, reported to work under the influence of alcohol and was unable to execute his duties, continues to fail certification with an 85% detection proficiency after 3 attempts and 6 months of training, section/squad failed multiple vulnerability tests resulting in the decreased security of the facility, his efficiency and effectiveness on duty did not carry over to his off duty conduct, as a result of his/her training plan the XXX kennels has no certified dogs to support the installation or ACOM; certification rate has plummeted since their arrival, failed to maintain current qualifications with platoons assigned weapon systems, failed to meet suspense requirements, submitted 3 of 7 NCOERs late, his/her inaction/action directly led to a (XX%) decrease in MWD certification rates across the ASCC, failed to complete Structured Self Development (SSD) IV requirements; making him ineligible to be considered for Sergeant Major, failed to improve Finance Ops measurements/percentage for the Brigade/Battalion; overall percentage does not meet DFAS standards, failed to maintain standards and allowed Section rating to decrease from Excellent to Satisfactory, failed to meet DOD FM certification timelines 42A CMF Organizational, failed to improve the HR Metrics percentage for the Brigade/Battalion; overall percentage does not meet Army standards, failed to ensure test materials were stored and secure in accordance with TRADOC and local policies, failed to ensure proper implementation of the new DL Phase for 42R NCOES resulting in loss of the Institute of Excellence rating during the recent TRADOC Accreditation, demonstrated a lack of initiative for both personal growth and the growth of his/her Staff, portrayed constant inability to provide purpose, direction and guidance; lacked situational awareness; Soldiers misunderstood goals and priorities, failed to accomplish quarterly retention objectives for FY XX; misinterpreted the changing operational environment; failed to initiate contingency plans, required constant supervision; spirit to achieve and win was overshadowed by ineffective use of time and resources; unit exhausted limited assets to cover shortfalls, received I Corps Commanding Generals three star award for outstanding performance during JRTC 02-02, superior planning, organization, and coordination resulted in her leading the most successful deployment and redeployment of the 7 TBX in unit history The unit received the Armys Deployment Excellence Award, failed to take charge of his platoon; was counseled numerous times to counsel and mentor subordinates, failed to keep accountability of assigned M4 during FTX; resulting in $650.00 Financial Liability Investigation of Property Loss (FLIPL), committed safety violation during explosive operations while deployed to OEF resulting in injury to subordinate Soldiers; revoked EOD badge and Team Leader certification 91 CMF Organizational, failed to understand the importance of her duties, took advantage of every situation to avoid responsibility, failed to realize the importance of performing assigned unit mission tasks on time, was negligent in meeting his responsibilities causing numerous obstacles to mission accomplishment, accomplished only three of the seven quarterly training objectives, section failed to complete mandatory training, even when allotted additional resources, unable to maintain team cohesion during training events; results in platoon demoralization, a body for the slot and nothing more. They have a lot on their plate. Great post. Accessing Resources . Ive also found that in most cases, they will use the EXACT OER shell that you write. Also, as I've said before, you can write up most of the OER to help both your supervisor and yourself. Thank you. From the ees landing page, click on the edit oer support form button. He has enrolled and was accepted into Intermediate-Level Education (ILE). Contributions are moderated and will not show up until reviewed. His hard work and new SOP helped our unit maintain an Operational Readiness Rate in excess of 95%, which is a 20% improvement from the previous year. Advice on bullet points for new Army NCOER system? #2) Ask for your rater and senior rater's support forms and ensure your support form nests with theirs. Required maximum supervision to produce marginal results. Rated nco successfully achieves and maintains the required army standards and organizational goals of leader competencies and attributes; Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. ncoer bullets. Nevertheless, it's not always immediately clear how to make it professional-looking and legally binding at the same time. [toggle title="Bullets: Click Here to Open/Close" state="opened"] failed to supervise subordinates; relieved for inefficiency and replaced by junior NCO; marred units ability to enforce standards and execute assigned tasks, failed to maintain sensitive item accountability; lost equipment resulted in a unit lockdown in excess of xx hours, failed to supervise subordinates and follow proper maintenance procedures; resulted in the loss of $xK worth of repair equipment, failed to supervise and manage accountability of $xM worth of MTOE equipment, resulted in losses exceeding of $xxK, failed to conduct pre-combat inspections before missions during unit FTX, directly resulted in mission failure, did not account for contingencies/managing priorities of work during preparation for operations resulting in squad failing PCIs and missing departure time, demonstrated little regard for the security and accountability of sensitive items during the battalion CULMEX; resulted in the loss of x masks and x night vision goggles, required maximum supervision to produce marginal results, failed to complete his squads monthly counseling for two consecutive months, failed to conduct pre combat inspections prior to mission during unit FTX, directly resulting in mission failure, consistently caused her Soldiers to work after normal duty hours due to ineffective planning and communication, failed to supervise subordinates; relieved for inefficiency and replaced by junior NCO, failed to manage priorities of work; missed three mission critical deadlines, failed to maintain property accountability; lost equipment valued in excess of $10,000, failed to monitor high-risk Soldier due to indifference; resulted in successful suicide by Soldier, received Letter of Concern for continual poor performance, failed to maintain sensitive item accountability; lost equipment resulted in a unit lockdown in excess of 48 hours, rated NCOs lack of dedication is evident in his day to day dealings with his Soldiers, NCO does not complete mission or tasks as assigned; results in a mass failure, failed to execute mission command in battalion command post, lack professionalism and proficiently to accomplish warrior task and drills, failed to effectively supervise squad during range week resulting a negligent discharge o did not account for contingencies during preparation for operations by managing, priorities of work resulting in squad failing PCI and missing departure time, has difficulty delegating responsibility to others, demonstrated little regard for the security and accountability of sensitive items during the battalion CULMEX; resulted in the loss of ten masks and two night vision goggles, failed to train his platoon to meet objective of qualifying on the M4A2 carbine, follows orders under supervision but does not attempt to be an independent problem solver, continued to fail certification as a Patrol Drug Detector Dog team with an 85% detection proficiency after 3 attempts and 6 months of training, failed to conduct Pre Combat Checks on team members resulting in mission failure, consistently under performed jeopardizing the safety/mission of the entire organization, Failed to comply with instructions resulting in mission failure, Has unlimited potential but requires more experience demonstrated a lack of knowledge in most assigned duties, does not comply with instructions resulting in mission failure, while serving as instrumental section leader, he earned the lowest Army Musical Assessment score of his section and was replaced as a result, demonstrated poor judgment when he failed to secure his $6,000 government instrument resulting in it being damaged, failed to study for the promotion board resulting in him being removed from attendance, incapable of planning for setbacks; failed to take appropriate action when needed or in the absence of orders; center failed a recent company command inspection, failed to supervise subordinates; removed for inefficiency and replaced by a subordinate NCO; marred units ability to enforce standards and execute assigned tasks, required maximum supervision to produce marginal results; ineffective Future Soldier program resulted in decreased Future Soldier retention rates within the center, failed to achieve minimum standards of success, unable to multitask in a high OPTEMPO area, due to lack of knowledge of his additional duty as security manager, struggles with following up with tasks given to him by his first line leader, failed to report misdemeanor offense to the chain of command, failed to follow security protocols for classified documents, resulting in loss of his security clearance, was unable to qualify in key EOD critical tasks; which limited the readiness of the entire company for pending deployment to Afghanistan, failed to supervise and manage accountability of $1,000,000 worth of MTOE equipment, resulted in loss of $10,000 worth of equipment, neglected to train Soldiers on the M936 wrecker; which resulted three vehicle recovery mission failures, failed to use sound judgment when leading Soldiers in Motor pool operations, majority of task are not complete and if complete they are not on time, failed to take responsibility for the section requirements; constant negative feedback from the Support Operations Officer, five of the seven Soldiers in section failed the APFT, was unable to maintain a reliable shop production rate without constant supervision, failed to supervise subordinates and follow proper maintenance procedures; resulted in the loss of $2,000 worth of repair equipment, failed to properly manage personal finances; resulted in revocation of security clearance which reduced maintenance capabilities due to lack of supervision[/toggle].
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