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Revised Officer Evaluation Report. US Army Human Resources Command. As of 19 MAR 13. Background. Senior Leader focus for Evaluation Review : Re-establish the company grade box check Reduce the frequency of reports Strengthen rater accountability

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As of 19 MAR 13


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    1. Revised Officer Evaluation Report • US Army Human Resources Command • As of 19 MAR 13

    2. Background • Senior Leader focus for Evaluation Review: • Re-establish the company grade box check • Reduce the frequency of reports • Strengthen rater accountability • Reflect current leadership doctrine (ADRP 6-22) • Incorporate ability to document, “data mine” and identify talent • Address the “one size may not fit all” assessment of different skills and competencies at different grades • Keep the OER relevant and adaptive • SECARMY guidance (9 Mar 11): • Ensure responsibilities are clearly defined and vested with appropriate individuals • Assess the usefulness of Academic Evaluation Reports • Identify clear standards to assist raters with drafting evaluation reports • Informed By • 36th and 37th CSA framing guidance/intent (2010/2011) • Other Services and Industry review • Officer Selection Board AARs • Profession of Arms Forum • OPMS CoCs and GOSCs • Army White Paper, The Profession of Arms • CG, TRADOC guidance • OEMA & CSI Officer Corps Strategy Series • Army Leader Development Strategy for a 21st Century • ADRP 6-22, Army Leadership • Socialized With • Hundreds of General Officers • Thousands of Army Officers • Multiple Pre-Command Courses • Multiple Selection Board Panels • Office Chief Army Reserve Staff • Army National Guard Bureau Staff OER remains the primary tool documenting officer performance and potential 2

    3. OER Changes • Clear delineation of responsibilities: Rater-Performance; Senior Rater-Potential • Three separate evaluation reports based on grade plate: • Company Grade (2LT-CPT & WO1-CW2) • Field Grade (MAJ-LTC & CW3-CW5) • Strategic Leaders (COL-BG) • Implementa Rater Profile for the Company and Field Grade Plate • Future Operational and Broadening Assignment Recommendations • Redefine Senior Rater box label techniques (49% top box remains) • Strengthen the Rating Chain via regulatory guidance • Rating Schemes approved one level up • Limit use of Intermediate Raters to Special Branches and dual supervisory situations • Support Form realigned and mandatory for WO1-COL 3

    4. Rater Assessment: Company Grade Form 2LT-CPT; WO1-CW2 c. 1)Character: (Army Values, Empathy, and Warrior Ethos/ Service Ethos and Discipline) • Focused on core attributes and competencies in ADRP 6-22 • More prescriptive • Performance based assessment • Narrative only (3-4 sentences per entry) • Encourages specific discussion with rated officer on desired traits c. 2) Presence: (Military and Professional Bearing, Fitness, Confident, Resilient) c. 3) Intellect: (Mental Agility, Sound Judgment, Innovation, Interpersonal Tact, Expertise) c. 4) Leads: (Leads Others, Builds Trust Extends Influence beyond the Chain of Command, Leads by Example, Communicates) Comments on performance – not potential c. 5) Develops:(Creates Positive Environment/Fosters Esprit de Corps, Prepares Self, Develops Others, Stewards the Profession) c. 6) Achieves:(Gets Results) 4

    5. Rater Assessment: Field Grade Form MAJ-LTC; CW3-CW4-CW5 • Narrative comments focused on performance in line with field grade competencies and attributes • Performance based assessment; no comment on potential 5

    6. Rater Recommended Broadening and Operational Assignments (Field Grade and Strategic Level) Field Grade Plate- Rater Recommended Strategic Grade Plate- Rater Recommended 7

    7. 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 (49%) EXCELS PROFICIENT CAPABLE UNSATISFACTORY () X Comments: Example Rater Label: HQDA COMPARISON OF THE RATER’S PROFILE AND BOX CHECK AT THE TIME THIS REPORT PROCESSED PROFICIENT EXCELS (49%) () R: RANK/GRADE NAME SSN: xxx-xx-xxxx TOTAL RATINGS: RO: RANK SOLDIERS NAME SSN: xxx-xx-xxxx DATE: RATINGS THIS OFFICER: 8

    8. Senior Rater Box Check • Four box profile remains consistent with current system; provides more options for senior raters • Highly Qualified and Qualified enable greater stratification • Most Qualified becomes the control box (limited to 49%) • No restart of profile; no close-out reports • Continue to mask 2LT/1LT after promotion to CPT; WO1 after selection to CW3 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 Not Adverse 9

    9. Discussion and Questions 10

    10. Draft FormsAs of 29 NOV 12 15

    11. Company Grade Form (front) 16

    12. Company Grade Form (back) 17

    13. Field Grade Form O4/O5; CW3-CW5 (front) 18

    14. Field Grade Form O4/O5; CW3-CW5 (back) 19

    15. Strengthening the Rating Chain • Develop regulatory guidance to strengthen rating chain accountability • The updated policy strengthens accountability within the members of a rating chain to maintain relationships that provide rated officers with leaders who have first-hand knowledge of their responsibilities, performance and potential. • Still allows commanders and senior leaders to be responsible for designating rating schemes / Approved one level up • Intermediate Raters limited to special branches and dual supervisor situations 24

    16. Army Leadership Requirements 25 ADRP 6-22 AUG 2012 Figure 1-1. The Army leadership requirements model

    17. Attributes - What a Leader Is 26 *Extracted from Leader Development Strategy for a 21st Century Army, 25Nov09

    18. Competencies - What a Leader Does *Extracted from Leader Development Strategy for a 21st Century Army, 25Nov09 27