field grade officer oer character comments

The reader will automatically assign a certain level of credibility to the letter based on the relationship. The MER is the unit's best opportunity to submit formal input into the process. The Army has plenty of assignment opportunities other than brigade combat teams, and these opportunities need solid performers. Body. He would continuously arrive early, stay as late as he needed to ensure the daily tasks were met, and to prepare for the next day. For example, assuming there is nothing unusually good or bad to say about an officer, what have you put down for Character and . Middle third officers may have a chance for joint opportunities and some nominative opportunities. SFC, USA - Presence. I feel certain that our Section Chief would agree. I am SSG Ricky Bobby and am writing on behalf of CW3 Walker Texas-Ranger. Since, traditionally "companies" are commanded by captains and assisted by lieutenants serving as their executive officers (second-in-command) and platoo. And, in her defense, she had the integrity to immediately acknowledge her mistake and take care of it immediately. SSG Deleon made me aware of the pending investigation due to possessing a substantial amount of ammunition the he had taken from ranges and training events. The mission-essential requirements (MER) list represents consolidated unit priorities for organizational manning requirements specific to the movement cycle. The final pages of the OER Support Form defines them for the Army. !! What bullet point examples have you seen for "Achieves" in the new Army NCOER form? Combat training center and joint assignments represent the next target. Talent management affects all officers regardless of their current performance. DA Form 67-10-2. I met SSG Deleon on August 25, 2019, on the day he was assigned to Chaos Company. - Develops. Talent management encompasses multiple data points so that leaders can make the most informed organizational decisions. Commanders for cause or misconduct without Field Grade LDAP consultation (Ch 3-6 i.1.a) o Updated Pre Command Course (PCC) attendance guidance (Ch 3-6 i.1.a note) o Updated the Officer Career Management Board convene date and added AMEDD OCMB (Ch 4-3) o Added a sixth consideration for AGR promotion (Ch 4-4 d) I know of a couple of conflicts with his coworkers/peers. I am writing this character statement in support of SrA Morrison. At the very least, a suspended discharge would allow SPC Smith the opportunity to continue his service while demonstrating his commitment to the Army. Contributions are moderated and will not show up until reviewed. Being a leader is where SSG Deleon shined the most. NAME:! My name is Gunnery Sergeant DeKinderen, Todd M., the 1st Marine Expeditionary Force (I MEF) G-3 Headquarters SNCOIC. I have been in the Army for almost nine years and currently I am the ASF Administration and Occupational Health Element Chief. o demanded quality in all actions and assigned tasks; committed to excellence. Section 6. In my professional opinion, SSgt Trejo has always confidently displayed what it means to be a U.S Marine. By Lt. Col. Charles L. MontgomeryJune 19, 2018. Thanks! The establishment of realistic career goals is paramount to successfully managing expectations. The body is the majority of the letter. Every officer possesses certain talents that benefit the organization. All validated requisitions are important, and someone will fill the requirement. as a role model by displaying character, confidence, and competence, and influence outside the chain of command. The preparation of lawful paperwork can be costly and time-ingesting. Selected continuation officers will continue to be assessed for promotion to lieutenant colonel. The documents hosted in the ACO Learning Center come from various sources. - Leads. OER Commons, an online repository for open education resources, is now hosting the tool and its resulting evaluation data. At that time, LCpl Trejo displayed himself in a manner that was well above reproach. If you got 'em, they can be shared by using the form below. 1. If you have any questions or concerns, or if I can be of further assistance, I can be reached at DSN 123-4567. This is the most important promotion statistic about going from major to lieutenant colonel. I first met SGT Jones in April 2011 at WLC, on Ft Stewart. He completes all tasks I ask of him and has often shown initiative and motivation with other tasks. AR 623-3. ch 1-8 Standards of Service. During my time at HRC, I learned many things about field-grade officer career progression that I want to share. The important thing is that you cared enough and took the trouble to write. o constantly ensured candid and respectful treatment of others, forging a shop of harmony and cohesiveness, o selected from among peers to moderate DOD Dignity and Respect initiative for 41IBCT; facilitated shared understanding and inclusion throughout brigade, o supported the Army's SHARP and EO Programs; ensured assigned Troopers attended all mandatory unit SHARP and EO training resulting in zero incidents, o displayed the ability to adapt and make educated decisions during difficult situations relying on intuition, knowledge, and experience, o ensured Soldiers under her supervision were treated equitably; supported the Army's Equal Opportunity Program consistently, o contributed to a positive and productive environment and enforced SHARP policies, o synchronized the consistent delivery of over 25,000 lines of medical supplies valued in excess of $8 million, o trained and cared for soldiers and their families; efforts evident by Section's unprecedented progress, o committed to the advancement of the Army, mission accomplishment, unit and subordinates, o innovative and determined in pursuit of goals of the Army, o encouraged and accepted criticism to identify areas needing attention and addressed them; strong leader, o stayed after hours to ensure all equipment and COMSEC was packed but credited team for success of Ft Bliss joint exercise, o addressed peers and subordinates with respect; facilitated communication up and down the chain of command, o assisted new Soldiers until they established themselves in the unit; promoted harmony and efficiency from the beginning, o placed unit mission and soldier welfare first, o implemented Battalion program to mow yards of deployed Soldiers; instilled sense of family and reduced stress, o projected self-confidence, authority, and enthusiasm during Physical Training sessions, o showed concern for Soldiers; balanced placing the mission first while ensuring Soldiers personal needs were met, o sought challenges and professional growth no matter the difficulty, o expressed exceptional pride in his soldiers, his job, and the Army, o offered advice but loyal to final decisions made by superiors, o exhibited pride in the unit; believes in team building and force multiplication, o displayed uncompromising passion for mission accomplishment, o served as a Soldier first, proud to serve, resolute in his duty, o had a pride in service and a sense of duty that inspired his peers, o inspired and motivated Soldiers to meet and emulate the same high standards he maintained, o exhibited the highest standards of loyalty, integrity and personal behavior at all times, o is utterly dependable under all circumstances, o possessed strong moral principles and personal values, o versatile; always accepted assignments within or outside her MOS to support the entire mission, o was relied on to successfully complete all assignments, o exhibited the deepest commitment to Army values while lifting others to meet that standard, o completed all assignments on time or identified reasons for delay; is the foundation of our Section effectiveness and unit readiness, o demonstrated the highest of standards of conduct on and off duty, o refused to take advantage of his position as Platoon Leader; worked and trained along side platoon members to build a cohesive team, o encouraged coworkers in training Soldiers on radio procedures; reduced comm failures and subsequent mission delays by 50%, o displayed stong character, pride and professionalism, o coached new Soldiers until they established themselves in the work center; exploited only opportunity to get started on the right foot, o participated in every community service event; is an asset any unit would value, o included all Soldiers in section and maintenance plans; encouraged teamwork and improved efficiency and morale, o overcame all challenges; not afraid to fail, o placed Army, mission and subordinates above personal interest, o stood behind principles and convictions; outwardly determined and loyal, o participated in all Post police calls; simultaneously demonstrated followership and leadership; resisted NCO privilege, o is a professional Soldier 24 hours a day, o epitomized selfless-service by placing the needs of his Soldiers and unit above his own, o established a workplace climate that fostered dignity and respect for all Soldiers in the platoon; supported the Army SHARP and Equal Opportunity programs, o surveyed all platoon members to ensure all had cold weather gear; arranged supply issue for ARNG Soldiers, facilitated team success, o showed unyielding loyalty to the unit, peers, subordinates, and the MEDEVAC mission, o inspired self-improvement in subordinates through sterling personal example, o involved in every aspect of the mission; was a positive influence on team members, o invested an enormous amount of effort and time to establish relationships with Soldiers during an extremely tough deployment; yielded enduring loyalty and pride, o demonstrated moral courage, stood up for what is right, o sought new and difficult challenges and responsibilities; poised for advancement, o trusted by his superiors to lead the platoon and make the right decisions, o paid attention to the needs of the squad/platoon personnel during training, o demonstrated the highest standard of loyalty to superiors and the organization, o worked until the mission was completed; a dependable asset that is the definition of readiness, o upheld the Army Values by enforcing standards and discipline among the junior enlisted, o her professional conduct is above reproach, o maintained professionalism in every aspect of her performance during the rated period, o lived by and strongly upheld all the Army Values; had unquestionable loyalty and dedication to the Army's mission, unit, superiors and subordinates, o put the Army, the mission and subordinates first before own personal interest, o her personal integrity is unquestionable, o preserved momentum when those around him falter, o lived the warrior ethos and never wavered during times of adversity while serving on a combat tour, o made honor her top priority; is the organization's daily embodiment of professional pride, o worked efficiently with superiors and is selflessly committed to the unit's mission, o invested effort and time to establish relationships with Soldiers; established or followed-up on career and personal goals; dramatic improvement in morale, o honest and assertive; displayed the courage and tenacity to stand up for what was right, o executed all missions effectively and reached all goals, regardless of difficulty, o assisted other units; put the welfare of the mission above his own personal needs, o assumed HR duties in the absence of an MOS-qualified HR Specialist; kept admin functions running for 120 days in addition to regular duties, o faced demanding challenges with conviction and high sense of professionalism, o focused on mission accomplishment and consistently achieved superior results, o refused to follow the example of SSG who stole test equipment and mailed it home while packing up abandoned communications det; demonstrated integrity, o welcomed all new arrivals and helped them integrate into daily operations; key factor in shop harmony and efficiency, o supported SHARP directives; corrected Soldiers when questionable comments were made that might offend other Soldiers, o expressed himself in an open and candid manner; facilitated teamwork, o volunteered to attend, prepare for and secure recognition as the Soldier of the month; validated Platoon leadership methods, o possessed situational awareness and initiative; kept the Section on track in the absence of leadership, o promoted a climate in which people are treated with dignity and respect regardless of their age, creed, gender, sexual orientation, or religious beliefs, o exemplified the Army SHARP, EO and EEO principles through word and deed; served as an example for seniors, peers and subordinates to emulate, o dependable; is reliable and trustworthy when given an assignment, o volunteered off-duty time for weapon and mask draw to ensure effective range and AWT training, o met even the most difficult technical, professional and leadership challenges with measured determination; earned the respect of both peers and leadership, o moral leader; discouraged rampant abuse of government program by those fraudulently applying for VA disability, o set the example of a professional Noncommissioned Officer, o delayed college enrollment to cover manning deficiency; cooperative team player who puts service before self, o worked without complaint during the heavy workload generated by troop mobilizations, o delivered consistent, reliable performance in garrison and under austere conditions, o possessed unselfish dedication to duty and quality maintenance, o fostered a positive work environment for all staff; enforced strict adherence to SHARP, EO, and EEO programs with zero incidents, o placed his Paratrooper's needs above his own; devoted to the team concept, o supported and encouraged allegiance to mission, o based all decisions on Army values and principles; a diligent NCO whose courage and resolve embody the spirit of the profession of arms, o portrayed the highest standards of loyalty, duty, and selfless service, o worked relentlessly to accomplish the mission, o motivated NCO; vigorously prosecuted personal and professional objectives, o anticipated required actions and took the initiative to complete them; reduced operational delays to zero and eliminated follow-up corrections, o guided team to unify their efforts and increase their effectiveness, o is the only Soldier who asks if there is anything that needs to be done when arriving on shift; lowest ranking but most mature and productive team member, o sustained operations; made significant and continuous positive contributions on a daily basis, o remained flexible and cooperative under any condition, o influenced her peers; increased collective devotion to duty, o volunteered to assist in the battery self-help project; contagious enthusiasm revitalized shop morale and resulted in 100% participation, o supported and defended the NCOIC's orders; prevented negative morale and maintained productive work environment, o handled situations firmly and fairly; unequaled in promoting harmony and teamwork, o devoted to mission accomplishment and the personal and professional development of his Soldiers, o spent her time preparing and studying; knowledge of the supply system enabled her to better support the command, o gained the respect of others through honesty and integrity, o demonstrated unwavering commitment to the unit, peers and mission, o attained results regardless of the mission or tasks, o attended the Applied Suicide Intervention Skills Training course; supported the Army SHARP and EO programs, o praised troubleshooting success by junior Soldiers; groomed experienced and capable technicians and mechanics, o mentored new Soldiers until they established themselves in the work center; forged an integrated climate of morale, productivity and readiness, o reinforced SHARP, EEO programs; displayed respect in a challenging multinational environment, o embodied the highest standards of loyalty, integrity and personal behavior continuously, o upheld the Army Equal Opportunity and SHARP Program, o displayed a level of loyalty seldom seen in others of his rank and stature, o enforced adherence to regulations and standing OIs, o monitered Soldier welfare closely; personal needs and goals were secondary to Soldiers' needs and mission accomplishment, o chose the right course of action; possessed the moral courage to do what is right, o exemplified the "Be, Know and Do" leadership philosophy; a truly dedicated professional, o acted with sincerity in ambitions and objectives, o is a committed NCO that lives by "Mission first, Soldiers always"; provided assistance on any occasion, o volunteered to participate in and support Change of Command, 2 parades, and post cleanup; enhanced Army image, o exhibited an unwavering devotion to his job and his responsibilities to his team members, o recognized efforts of all detachment members; encouraged increased participation in det training and readiness. The below comments are not to replace the Army's definition, nor are . Officer Fitrep Bullets. Achieve partnered with OER Commons to develop an online evaluation tool t o allow users to apply these rubrics and evaluate the quality of instructional resources. MARY M. BELLA, CPT, USA RATED SSN . o expressed himself in an open and candid manner; facilitated teamwork. Memorandum for XO and S3, 3rd Bn, 7th Infantry Subject: Field Grade Rules. He carried himself with respect, maturity, honor, and never ceased to display Marine Corps Values. HELP! If he has a concern regarding a task I've given him, he requests clarification. Promotion opportunities are many, and multiple paths lead to the same end state. Happens frequently in the TPU. Family considerations should carry enormous weight during the assignments process. thank you Sir!! 2. Because he or she is being judged by strangers who don't know him, character statements will be required for his defense. Comments and Help with electrical outage report example forms. I first met CW3 Texas-Ranger in August 2004, when he served as an AIT Drill Sergeant at Ft. Gordon, GA. CW3 Texas-Ranger was never assigned as my Drill Sergeant or Senior Drill Sergeant. The first sentence should state your overall opinion of the subject and everything else written should support that statement. Despite this, he had an extremely positive impact on me and the unit. Provide narrative comments which demonstrate performance regarding field grade competencies and attributes in the Rated Officer's current duty position. He is easily in the top three junior NCOs that I have had the pleasure of working with. Describe incidents where he was encouraged to cut corners or leave his post but refused. Leadership. 30 days or first drill if reserve component. Since assuming command, CPT Holmes improved morale by developing an effective rewards program resulting in 15 Achievement Medals, 8 Driver's Badges, and numerous coins and COA's. What is the form number OER for Company grade officers? NAME (Last, First, Middle Initial) HELIXON, WILLIAM, M g. UNIT, ORG., STATION, ZIP CODE OR APO, 05; CW3 - CW5) OFFICER EVALUATION REPORT see AR 623-3; the prwonent agency is DCS, G-1 PART I - ADMINISTRATIVE (Rated Officer) . This came as quite a surprise to me and definitely caught me off guard. Closing. I am aware of the discharge proceedings against SPC Smith. This group of officers is targeted for areas that allow more opportunities to strengthen their files. No choice when you have to rate / are rated by someone you don't even know. I currently senior rate 23 Army Officers in this grade. First, it describes how a rater or senior rater sees evaluations. As a rater and senior rater, I provided the thoughts below to my team as more clear and concise guidance regarding each. HRC intends to publish responses, which PPTO will forward when available. RYAN P. FASANO It can be one or several paragraphs. However, I must note that SPC Smith was not the cause those conflicts. EMAIL ADDRESS (.gov or .mil) . Take the time to make the next move a family decision and not just about the position available. They just want to get an idea of the person's history so that they can make a fair decision based on the evidence. In fact, I once heard our Maintenance NCO praise him at a meeting with the NCOIC, saying he wished he had more Soldiers like him. Middle third officers are on track for promotion but will not compete as well for battalion command. It is a sign of lazy leadership if your leaders cant perform the duties expected of them, especially when properly evaluating and rating the soldiers/officers beneath them. Develop - Leaders foster teamwork; express care for individuals; promote learning; maintain expertise, skills and self-awareness; coach, counsel and mentor others; foster job development, and steward the profession of Arms. An honest self evaluation is often more useful than the "what I observed of you" style evaluations. SSgt Trejo is an outstanding leader and I would be honored to serve with him again. He was not afraid to admit when he lacked knowledge of certain procedures or tasks; knowing I had the most experience on the trail in our company, SSG Deleon would come to me for guidance or advice to ensure he didn't look unprofessional in front of the Trainees. It takes time to evaluate/assess and the process exists. These documents will provide the rated Soldier essential rating chain direction and focus to aid in developing his or her support form. They have a total of 22 years in Major key development positions . What are the best practices for VA Benefits? In most cases, one OER can separate officers in the top third from those in the middle third. Get, Create, Make and Sign oer support form pdf . Each attribute/competency is broke down by level of rater box check that . A character statement helps judges, Commanders, First Sergeants, and other strangers make fair decisions by providing a factual description of a person's character. He does so without question. Fill oer support form character bullets: Try Risk Free. If possible, these additional positive attributes should overlap with or complement your main assertion. However, officers must understand that not all advice is relevant. I currently serve as a Mortar Platoon Sergeant in 1st Brigade, 4th Infantry Division. Officers projecting five-to-10 years into the future tend to lose sight of the criticality of their current performance, which jeopardizes growth potential. I have known (SSgt) Trejo, Mario since December of 2010 when I was a Sergeant serving as a Canvassing Recruiter with 1st Marine Corps District, Recruiting Station New York, Recruiting Sub-station (RSS) Brooklyn. Leadership is more than knowing where you are, where you want to go, and how you are going to get there. This can be hard because you have limited space, so focus on the facts. Some of these are more obvious than others, but some are not so much. My name is SSG Smith and I am writing on behalf of SGT Jones. | Army Organic Industrial Base Modernization Implementation Plan, Army Civil Works announces publication of a formal review for Nationwide Permit 12, October 2017 Nominative Sergeants Major Assignments. DEI Best Practices: Expanding the K-12 pipeline, http://armypubs.army.mil/doctrine/DR_pubs/dr_a/pdf/adrp6_22_new.pdf, http://www.hrc.army.mil/site/ASSETS/PDF/MOD3_Evaluation_System_Rater_and_Senior_Rater_Jan14.pdf, https://www.hrc.army.mil/site/ASSETS/PDF/MOD1_Revised_Officer_Evaluation_Reports_Jan14.pdf, https://www.hrc.army.mil/TAGD/Evaluation%20Systems%20Homepage. 3. An assignment at the Army Human Resources Command (HRC) is an incredible opportunity for officers and enlisted personnel to learn how the Army executes personnel processes. I have had to pull him aside multiple times to explain how the Drill Sergeant duties can run you down and burn you out if you don't take the time to charge your own batteries; but helping his peers seemed to energize him. Author's Note: The vignettes provided in this article are from Majors and Lieutenant Colonels who served in three different Corps, four separate Divisions, and seven individual Brigades / Groups. HELP! Ask your co-workers too. Discuss job description and performance objectives with rated officer within 30 days. If you would like for me to elaborate prior to your final decision, I would sincerely appreciate the opportunity to speak further on CW3 Texas-Ranger's behalf. O-6s typically attend the Army War College. SPC Smith always maintains a very high standard of dress and appearance. Communicate with your assignment officer routinely, especially if you are in the cycle to move. Based on my experience and observations working alongside of SSgt Trejo, I highly recommend him for retention in the United States Marine Corps. Stephen R. Covey's book "The 7 Habits of Highly Effective People" highlights a principle that is one of the most underrated by field-grade officers.