Avoid comments like best 1lt in the army unless youre the army cos. They are a wealth of knowledge! Narrative Examples. Avoid comments like best 1lt in the army unless youre the army cos. So write well young grasshopper. New NCOER A Cover Down Site. From the ees landing page, click on the edit oer support form button. If you got 'em, they can be shared by using the form below. As M-day/TPU officers, is it ever acceptable to include civilian work accomplishments on an OER? maintains proficient ability to breathe repeatedly without supervision and without fail. 2LT Amy Jones is an amazing military leader. Capable of turning any mission into a great success clearly head and shoulders above his/her peers, acknowledged for being resourceful in going above and beyond the expectations. Follow the tips in this article and you will be well on your way. Accessing Resources . SFC _____ demonstrates the potential to serve in positions of greater responsibility and wider impact on the Army. Good post. It is mandatory to procure user consent prior to running these cookies on your website. Most individuals dont understand the process and have difficulty filling these forms out. Contact editor@armywriter.com Disclaimer. . Simply change the name, modify as required for your duty position, and save yourself some time and energy preparing your OER. This website uses cookies to improve your experience. Now that I've given you my advice about managing your OER, here are some sample OER bullets and OER comments. Click on that individuals document id number on. NCOER Bullet Examples for Presence, Character, Intellect, Leads, Achieves, and Develops . As a role model by displaying character, confidence, and competence, and influence outside the chain of command. Sample NCOER Bullets. You should make your raters job as easy as possible. You stay in the army, the smaller it gets. This category only includes cookies that ensures basic functionalities and security features of the website. Dont sit back and wait for your boss to do your OER. To contribute examples, enter them below. Bullets/Comments for Bullet comments for FAIL entries may include the reason(s) for failure and/or note any progress toward meeting physical fitness standards of AR 3501. For each performance evaluation, professionalism, attributes, and competencies bullets listed in PART IV of the NCOER, I have categorized each of the bullets into what I consider as . Out of these, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. He completed his change-of-command inventory with zero discrepancies or shortages. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. He has enrolled and was accepted into Intermediate-Level Education (ILE). I suggest bookmarking it and finding time to visit and read 1 or 2 posts daily. Next, his Maintenance Section maintained an OR rate in excess of 95% while repairing 10+ vehicles. Effectively meets and enforces the standard for. MOS 56 Chaplain and Religious Services NCOER bullets. As a role model by displaying character, confidence, and competence, and influence outside the chain of command. SFC _____ consistently exceeds expectations and is widely trusted to accomplish the mission. I was hoping for some examples of comments I could use. Responsible for planning and executing indiviudal training of the Soldiers and collective training of the platoon towards full mission reasdiness in support of the . Rated NCO successfully achieves and maintains the required Army standards and organizational goals of leader competencies and attributes; effectively meets and enforces the standard for the unit and those in his/her charge; succeeds by taking appropriate initiative in applying the leader competencies and attributes; results have a positive impact on the mission, their Soldiers, the unit, and . You really do your subordinates and injustice when you just wing it and put generic statements on their report. Thanks a lot. 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. The objective is to divide and conquer, As many of the areas overlap with others. Click on that individuals document id number on. Memorandum for all reviewing authorities from: This can be hard because you have limited space, so focus on the facts. These comments will benefit someone writing an OER for someone else or for someone preparing their own OER and/or OER Support Form. Cultivated a mindset to get better every day; encouraged subordinates to introduce ideas for improving the operating efficiency of the organization. In his free time, he wrote and published two books, completed ILE Phase I and trained for a marathon. sergeant. But opting out of some of these cookies may affect your browsing experience. [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]. If you marked no in a box, you have to explain in detail why. In the maintenance realm, he worked closely with the Motor Sergeant to reform our maintenance program. From the ees landing page, click on the edit oer support form button. Oraganized by categories: Character, Presence, Intellect, Leads, Develops, and Achieves. NCOER bullets for Met Standard and Did Not Meet Standard. You also have the option to opt-out of these cookies. #2) Ask for your rater and senior rater's support forms and ensure your support form nests with theirs. Rated NCO effectively achieves also maintains the required Army standards and organizational our of leader competencies furthermore attributes; effectively gathers and enforces the standard for an device and those in his/her charge; succeeds due taking related initiative the applying the leader competencies and attributes; results have a positive impact on the the, their Soldiers, the unit . Thanks. - Leads. As a result of his hard work, our unit received second place in the national Command Supply Discipline Program competition. 5 Role of the Senior Rater Senior Rater "owns" the Evaluation and is responsible for timely completion Mentor/Develop your subordinates - Support Form -tool available to aid in defining / guiding goals and objectives throughout rating period, provides feedback to rated individual - not a lot of space but should be catalyst If you arent proactive throughout the entire OER process, you are setting yourself up for failure and disappointment. : Exempt from APFT requirement in accordance with AR 40501, ***( For pregnant NCOs who have not taken the APFT within the last 12 months due to pregnancy, temporary profiles, and/or convalescent leave. [login to see], SFC Williams can you add me to the list also? HOLMES 2LT Platoon Leader 91A00 Serves as Platoon Leader of a Maintenance Platoon, part of a Forward Support Company, in a Brigade Support Battalion. 1LT Edwards traveled to Washington D.C. with the Supply Sergeant to receive the award. Contributions are moderated and will not show up until reviewed. Any cookies that may not be particularly necessary for the website to function and is used specifically to collect user personal data via analytics, ads, other embedded contents are termed as non-necessary cookies. o maintained accountability and maintenance of equipment in excess of $250,000; resulted in zero loss and 100% functionality. Rated nco successfully achieves and maintains the required army standards and organizational goals of leader competencies and attributes; If the communication lines are good with those in charge, you will know what will be in the report. Locate the support form you want to use to create the OER from. Character statement for ssg alfred m. Performance measures, Duty descriptions, Achieves; Character, NCOER support form example, bullets, senior raters comments, DA 2166-9-1, DA 2166-9-2. Before picking up the pencil to make comments on your -1A you need to totally understand the processthen you can start putting comments on your -1A. Comments are required for Failed APFT, No APFT, or Profile when it precludes performance of duty, and No for Army Weight Standards. Thanks for visiting my blog and thanks for your military service. maintains proficient ability to breathe repeatedly without supervision and without fail. Prior to writing an OER, do your due diligence. . Achieves you cant build a reputation. field grade officer oer character comments. This website uses cookies to improve your experience while you navigate through the website. Feel free to use these as a template for doing your own. NCOER bullets for Met Standard and Did Not Meet Standard. Several months later, his section received satisfactory results on both the COMET and the CSDP Inspection. o mentored two Soldiers to increase their promotion points by 100 points; resulted in one promotion to sergeant, o trained 11 Soldiers on the MSD-V4 (ACERT) program; increased turnaround time by 10% on all C7 engine jobs, o developed a comprehensive training program; resulted in cross-training one 91C and two 91D Soldiers on wheeled vehicles, o performed duties as a senior mechanic during BSA1, BSA2, and NTC rotation 22-10; led teams completion of 500 maint tasks, o always placed the Soldiers needs first; put forth the extra time to cross train his team on difficult maintenance repairs and tasks, o consistently made himself available before, during and after duty hours to coach, train, and mentor Service Members, o increased maintenance efficiency by 80% to eliminate overdue service backlog; established framework for future success, o displayed paramount maintenance knowledge and always made the best decisions based upon his and his personnel's experience, o processed, led, and conducted over 150 services within the battalion; ensured proper inspections prior to completion, o led 60 Soldiers in a deliberate effort to clean and organize the motorpool as the Maintenance Control Sergeant, o synchronized lines of communication between five companies and 170 pieces of equipment to maintain OR rate above 90%, o enforced standards and discipline IAW CMDP guidelines to ensure 417 operators and TCs maintain safety, o served as Primary Security Manager; ensured security and accountability of all unclassified and classified equipment in the building, o increased production efficiency by 11% in the absence of the Station Commander three times in 2nd and 3rd QTR FY22, o completed the Army BSEP to further his own education and career; his efforts made him an even greater asset to his team and himself, o completed all HAZMAT documents for the movement of 4 containers during the November Division Training Density (DTD); successful and safe movement, o NCOIC of the FARP maintenance section during the July gunnery; incident free fuel delivery enabled the Battalion to qualify multiple aircrews, o developed SOP for training room; improved systems and efficiency for data entry into DTMS by 30%, o fostered technical and tactical expertise; produced an overall rating of 84% during the ARMS inspection, best score in 7 years, o assisted in the mission planning and execution for a company level FTX; accomplished all annual AWT requirements, o managed manning levels and iteratively reallocated personnel; met anticipated operational and personnel needs, o completed ACFT level-one Grader Course; poised for advancement and new challenges, o managed the platoon in the absence of the Platoon Sergeant; sustained mission and completed all tasks without supervision, o coordinated a bilateral and multi-domain operational design to synchronize Japanese and US Army common operational picture, o managed 60 Soldiers called to active duty for 50 days ISO ARNG response to COVID-19; multiplied medical response, o completed 31 schools requests, 280 pay transactions, 100 DTS vouchers, resulting in 90% Unit Readiness ISO MOB, o augmented the Commander's personal security detail; increased security for senior leaders operating in forward areas during NTC force on force battle periods, o earned a reputation for reliability and competence; built a level of trust among Soldiers of each unit that fell under 25TH CAB for repairs and services, o surpassed her peers in training and additional duties; selected to prioritize training and mentor new Soldiers, o established critical relationships with senior leadership; expanded access to support and resources to accomplish critical tasks, o performed all tasks to the fullest, accomplishing all tasks with superior results; extremely competent NCO, o salvaged parts for two mission critical STTs; resulted in 100% equipment validation and mission success during CSTX 86-19-03, o obtained certification as a tactical commander of 11 military vehicles; improved unit mobility and ensured additional manning resources were available, o demonstrated the ability to make sound decisions in the absence of the Platoon Sergeant; assign more responsibility, o showed a strong drive and concern for the health and welfare of all Soldiers; forged a team dedicated to readiness, o modified NSN repair parts to work on TPE Gators and Polaris when civilian parts were unavailable; prevented conditions from limiting the mission, o used all available resources and support to eliminate delays in GCSS-Army processing; sustained organizational aviation maintenance capabilities, o enforced man hour tracking of direct labor hours on Unit and Support Maintenance mission operations; poised unit for additional manpower allocation, o performed extensive cost benefit-analysis for four training events; support gained approval from the Protocol Office, o achieved 100% of assigned recruiting mission during FY 18 in only 9 months; currently holds a 136% mission rating, o increased accessions by 200% at Tuscaloosa County HS and turned it into the highest producing high school in the team area, o empowered subordinate NCOs to complete tasks; achieved success with limited resources, on time and with accuracy, o planned and supported transportation operations within the NCR; readily supported over 30,000 customers over a variety of circumstances, o orchestrated the preparation and movement of over $10,000,000 in equipment to a forward deployed location; key to mission sustainment, o shared his extensive gunnery knowledge and skill with his crew; crew achieved a qualification rating in their first HMMWV gunnery, o assisted leadership with inspection of all unit sensitive items resulting in 100% accountability, o employed one vehicle, two Air Defense workstations and section equipment valued in excess of $120,000; maintained section readiness at 90%, o enforced safety during all ranges, training events and vehicle operations; resulted in zero injuries, o selected to be RSO for M249 night fire range; conducted PMI and achieved 90% of Soldiers qualifying on their assigned weapon, o maintained accountability of three HMMWVs with associated BII, weapons, and equipment valued in excess of $1,000,000, o synchronized PBUSE/ARIMS supply management files for over 185 LIN valued over $65M, o made sound and timely decisions in the absence of orders and took responsibility for herself and her Soldier, o achieved mission success with little or no guidance; consistently performed at high level, o demonstrated rare technical and tactical knowledge; selected for promotion, o earned a Commendable rating for TRANSEC key control during Battalion Command Inspection Program, o accomplished all tasks assigned with total accuracy, o completed 9 semester hours of college towards a Bachelors Degree in Criminal Justice, o certified over 125 equipment items, key to laboratory's 3 day backlog, lowest backlog in 6 years, o achieved commendable rating as unit security manager on Battalion Command Inspection Program, o awarded AAM by DC for outstanding administration of unit's NCO-ER program, o achieved Senior Instructor level at the USAOC&S ahead of peers, o achieved superior results when challenged with major responsibilities and limited resources, o advanced through duty positions as Survey Team Chief, Reconnaissance NCO, and ultimately Operations NCO during his assignment with the 3rd CST, o orchestrated an efficient maintenance plan which recovered 15 UH60A aircraft upon redeployment from OEF and OIF, o reduced Qualified Not Enlisted rate from 10 percent to all time low of 2.8 percent, o revised the company Field Sanitation Program and SOP, raised the inspected area from black to green, o served as Primary Key Custodian; ensured security, accountability and around the clock emergency access to all platoon equipment without a single incident, o established a training program within the squad that increased technician skills and decreased NMC vehicles by 40%, o delivered over 2M gallons of JP-8 aviation fuel to 110K aircraft annually; maintained impressive 15-minute average response time, o cleared over 2,000 miles during route clearance missions; detected two IEDs and safed, prevented casualties, o overcame obstacles to mission accomplishment; arranged training, obtained personnel, met mx requirements ahead of schedule, o achieved success when challenged with limited resources; coordinated with other post agencies to share workload, delivered training aids in time for planning conference, o developed a plan to turn in over $60,000 of serviceable CLIX service and repair parts to the SSA; created a more efficient and clean parts bin, o charged to build Route Wanna checkpoint and reconstruct the road between two villages; completed 2 weeks ahead of schedule, enabled supply access for AUP to assist 200 villagers, o failed to complete multiple CBRN tasks issued by the battery commander; counseled numerous times to complete his duties within the suspense provided, o required supervision to work effectively, needs to develop self-discipline and learn to work efficiently when independent, o worked well under supervision but needs to develop self-discipline and learn to work independently, o ignored daily taskings; lack of records led to multiple write ups during QA inspection, o was consistently late on all training milestones; 30 days behind on SSD-2; threatens Section readiness, o overestimated Sections' capabilities; failed to deliver during CAPEX; caused revision of training standards and evaluation, o turned down opportunities for new experience and professional growth; not progressing or advancing in responsibility, o was uncooperative when corrected and displayed a consistent lack of interest in Section goals, o did not support organizational morale events; weakened camaraderie and unit cohesion, o cannot be depended on and is frequently late for shift; recommended for reclassification, o reported to work under the influence of alcohol; unable to execute his duties and breached safety protocols, o couldn't be relied upon to maintain production rate in the absence of supervision, o was and is negligent in meeting his responsibilities causing numerous obstacles to mission accomplishment, o failed to understand the importance of his duties, took advantage of every opportunity to avoid responsibility, o failed to identify critical mistakes which reduced productivity and wasted valuable time and unit funds, o struggled to meet the general expectations and internal suspenses directed by the commander, o accomplished all tasks to the minimum standard.
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