2LT Amy Jones is an amazing military leader. These six words are packed with meaning and expectation. Some highlights include: 590.5 man-hours of maintenance completed, 100+ vehicles repaired, an OR Rate in excess of 94%, prepared 6,000 meals, issued 8,000 gallons of fuel, and issued 200,000 rounds of ammunition without incident or injury. Follow the tips in this article and you will be well on your way. Required maximum supervision to produce marginal results. Rated NCO fails to meet or maintain the required Army standards and organizational goals of leader competencies and attributes; does not enforce or meet the standard for the unit or those in his/her charge; exhibits/displays minimal or no effort; actions often have a negative effect on the mission, their Soldiers, the unit, and the Army. Achieves NCOER Bullet Comments. Locate the support form you want to use to create the oer from. Required fields are marked *, Copyright (c) 2022 / Part-Time-Commander.com. You must justify through detail why you think an officer deserves an outstanding rating. SFC _____ ranks in the top 15% of sergeants first class I rate. Sample Army OER Bullets and OER Comments - Part-Time-Commander.com These are some great sample Army OER Bullets. He has enrolled and was accepted into Intermediate-Level Education (ILE). maintains proficient ability to breathe repeatedly without supervision and without fail. Simply change the name, modify as required for your duty position, and save yourself some time and energy preparing your OER. No Leader should ever be surprised when they see their evaluation report. As a role model by displaying character, confidence, and competence, and influence outside the chain of command. 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. 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 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 . learning. Thanks for visiting my blog and thanks for your military service. I also recommend reading more of this blog. MOS 56 Chaplain NCOER Bullets - ArmyWriter.com ***( For pregnant NCOs who have not taken the APFT within the last 12 months due to pregnancy, temporary profiles, and/or convalescent leave. So after like, 20 straight minutes I managed to get onto Iperms poo.0 to re-read my first NCOER. examples. This . SFC _____ demonstrates the potential to serve in positions of greater responsibility and wider impact on the Army. Nevertheless, it's not always immediately clear how to make it professional-looking and legally binding at the same time. Writing an NCO evaluation report (NCOER) is an annual requirement in the Army. You should not be surprised by the written report of your evaluation. Attached is an oer narrative guide and ncoer bullet guide (also posted on s1net; In the maintenance realm, he worked closely with the Motor Sergeant to reform our maintenance program. Moreover, he promoted 17 Soldiers, graduated 52 Soldiers from military schools and extended 9 of 11 eligible Soldiers. NCOER.COM Leadership Bullet Comments failed to properly manage personal finances; resulted in revocation of security clearance which reduced maintenance capabilities due to lack of supervision. Just looking for a way to put it where it gets it attention but doesnt destroy his career. PDF The Company Leader If youre looking for a great resource to help you with your OERs and counseling, I suggest this book on Amazon. 0 How to fill out an OER Support Form? | RallyPoint Sample Rater Comments and Bullets for Army OERs; Sample Battalion Commander OER Support Form; How to Write Army NCOERs; Tip # 1: Familiarize Yourself with DA Form 67-10-1A or 67-10-2 For FG . NCOs profile limits the Soldiers ability to lift heavy objects required by MOS. %PDF-1.6 % Several months later, his section received satisfactory results on both the COMET and the CSDP Inspection. Thanks to Chuck for providing such a great blog. [toggle title="Bullets: Click Here to Open/Close"] driving force behind overhauling profile PT; developed battalion SOP with an athletic trainer to return xx% of injured IET Soldiers back to training, implemented a rigorous Special Emphasis PRT program removing xx Soldiers from the Army Body Composition Program, emphasis on development resulted in xx personnel passing the Master Gunner course and xx passing NCOES schools with more than xx% receiving honors, coordinates with other first sergeants in the battalion to ensure readiness; selfless leader who uses his abilities for the benefit of the larger organization, provided thoughtful oversight and feedback during gunnery training allowing all crews to overcome deficiencies; qualified all xx vehicles with x distinguished crews, detailed planning and preparation for missions earned constant praise and recognition from JRTC O/CTs; focused on continual improvement throughout the rotation, designated as lead platoon for the task force during NTC Rotation xx-xx; led company in confirmed kills throughout the rotation, coached xx teams through platoon STX lanes during NTC train-up; resulted in x teams being recognized for fastest ready time during NTC rotation, received accolades for developing, processing, and tracking xxx Instructor Certification packets and reducing processing time by xx%, emphasized safety through extensive risk management; responsible for the unit earning the Army Safety Award for the x consecutive year, supervised the installation and testing of a remote site antenna system; saved the unit $xK in installation fees, demonstrated extraordinary networking skills ensuring the NCO Academy was appropriately linked to TRADOC learning institutions and higher headquarters, created a highly inspirational environment for the NCOA staff, ALC, and SLC students to train, broaden their creativity, and execute experiential learning methods, superbly monitored performance to identify strengths and correct weaknesses; resulted in 100% graduation rate of xxx NCOES students, gained working knowledge of local language to facilitate effective communication between Soldiers and local nationals working in his section, created a program enabling the unit to exceed standards during the Department of the Army Environmental inspection resulting in Best in Garrison, enabled x companies in the battalion to meet or exceed DA goals by turning-in excess equipment within a xx day period, saving the Army more than $xxx K, number one producer of new recruits in the entire recruiting command with xx% tier I applicants, can achieve mission success with little or no guidance; performs at a high level, trained and familiarized more than xxx Soldiers on the use and maintenance of night vision devices and communications equipment; increased operator fault diagnosis by xx%, placed a strong emphasis on Soldier and equipment safety, section performed more than xxx service and support missions without incident and accident free, led an OCONUS deployment to and redeployment from _____; accounted for $xx million in property without loss, cross-trained Soldiers to function in all areas of S3 operations, entire platoon earned the physical fitness badge during rated period, driving force behind overhauling profile PT; developed battalion SOP with an athletic trainer to return 74% of injured IET Soldiers back to training, ran an independent camp in the middle of Mosul, Iraq; responsible for everything from logistics to security, nominates his Soldiers to compete at Soldier and NCO recognition boards to build confidence and competence, earned the physical fitness badge at the 17-21 age group, solicits the local police department quarterly to educate Soldiers of emerging threats and concerns affecting Soldier safety, an excellent manager of time; ensures his unit has the necessary time to improve performance, a trusted professional; can always be counted on to provide timely and accurate feedback constantly learning; continues to improve the efficiency of his unit, incorporated Raven Operations into convoy operations performing over 60 mounted patrols; that capability significantly contributed to a decrease in convoy attacks, emphasis on personnel development resulted in 12 personnel passing the Master Gunner course and 35 passing NCOES schools with over 50% receiving honors, supervised the installation and testing of M119A3 upgrades for the Battalion; responsible for the successful validation of software and hardware integration and system support, completed a 500HR Phase Maintenance Inspection in 5-10 days under established Battalion standards, completed a 250HR inspection 1 day under established Battalion standards, coordinated all necessary resources (land, ranges, ammo, etc) for training events in order to maintain unit proficiency, cross-trained section for Soldiers to function in all areas of S3 Operations, consistently coordinated with other first sergeants in the battalion to ensure readiness; selfless leader who utilized his abilities for the benefit of the larger organization, provided thoughtful oversight and feedback during gunnery training that allowed all crews to overcome deficiencies; qualified all 14 vehicles with six distinguished crews, designated as lead platoon for the task force during NTC Rotation 15-6; led company in confirmed kills throughout the rotation, overcame harsh environment and OPFOR while leading his Scout Section in movement to contact; placed indirect fire on choke point to disrupt enemy advance, coached 15 teams through platoon STX lanes during NTC train-up; resulted in three of the team being awarded for fasted ready time ad NTC 12-26, developed, processed and tracked 578 Instructor Certifications packets; cut the processing time by 50 percent and received accolade for NG, RC, and 15th RSB, emphasized safety through extensive Risk Management; responsible for the unit earning the Army Safety Award for the second consecutive year, encouraged critical thinking for subordinate leaders by creating challenging and complex training scenarios resulting in three junior handlers achieving a first time go at MACOM Certification, elicited a confession from a rape subject in a challenging case with virtually no other evidence, as a junior staff sergeant, was selected as a platoon sergeant in a MToE Detention Company; his platoon was rated best in the battalion, maintained the highest certification rate in his/her ACOM; certification is X% higher than any other kennel, implemented a rigorous Special Emphasis PRT program that removed 12 Soldiers from the Army Body Composition Program, established a mentorship program for newly assigned DA Certification Authorities ensuring equitable standards for all working dog certifications across FORSCOM, received American Corrections Association certification as a Corrections Supervisor, earned the Army Basic Instructor Badge during the rated period, led team to produce over 350 Intelligence Information Reports resulting in actionable intelligence and the prosecution of 5 HVTs, led the detachment in the production of Intelligence Information Reports (IIRs) and consumer evaluations of IIRs; 53% and 82% respectively, supervised the installation and testing of an antenna system at a remote site; saved the organization $10,000 in installation fees, inspired Soldier in her platoon to achieve Soldier of the Year honors, mentored a substandard Soldier in an effort to improve their run; resulted in the SM passing the APFT run event after numerous previous failures, result driven; awarded the Towson medallion by the Finance Corps, demonstrated attention to detail with overdue DD93s and SGLVs bring the Brigade percentage from _____% overdue to within the Army Standard of less than 2%, motivated Soldiers in platoon/section to be removed from overweight program, demonstrated extraordinary networking skills ensuring that the NCO Academy was appropriately linked to TRADOC Army learning institutions and higher headquarters, created a highly inspirational environment for the NCOA staff, ALC and SLC students to train, broaden their creativity, and execute experiential learning methods, superbly monitored performance to identify strengths and correct weaknesses; resulting in 100% graduation rate of over 220 NCOES students, exceeded battalion RA and AR missions for FY XX; critical recruiting operations activities were expertly executed; increased Future Soldier sustainment rates by XX%, ensured courses of action focused on desired outcome; produced the top RA Career Counselor in the brigade for FY XX; commended by the TRADOC CG for performance, overachieved IRR to SELRES enlisted mission; led XX areas for FY XX with a combined transfer rate of XX%; command exceeded the FY Officer SELRES mission, led an OCONUS deployment and redeployment to OEF 12-13; executed 427 TCOs, 167 sling loads, and accounted for $75 million in property without loss, developed and implemented the units charge of Quarters SOP; adopted by the BN CSM as the standard for all units within the battalion, gained working knowledge of local language in order to facilitate effective communication between Soldiers and Afghan local nationals working in his section, synchronized and directed the tactical ground shipment of over 950 short tons of ammunition, ranging from individual weapons to crew serve, to Bagram, Afghanistan in support of OEF, planned and executed 47 CONUS EOD missions, disposing of 583lbs of unstable UXOs without damage to infrastructure, property or loss of life, liaised with 10 Allied NATO Armed Forces and the Kandahar Airfield Ammunition Supply Point; established a plan to destroy unserviceable ammunition saving those nations $3M, integrated one of the first EOD teams with two SF ODA teams for 60 operations; selected above peers to lead autonomously from the company for this geographically dispersed assignment, ensured the Battalion received a first time Go during its CIP assessment by conducting impromptu inspections for each company within the Battalion, created a program that enabled the unit to exceed the standard during the Department of the Army Environmental inspection resulting in Best in Garrison, enabled three companies in the Battalion to meet or exceed DA goal by turning-in excess equipment within a 90 day period; saving the Army over $276K, sought out by subordinate and peers alike due to vast knowledge of GCCS-A; increased successful transaction rate by 40%, achieved superior rating on Tank Table VI with a score of 862; ninth best score in the company, led his Tank Section in movement to contact during Warrior Strike; disrupted four enemy OPFOR advancement on objective, produced three of the four Soldiers of the Quarter in the 10thINF DIV (L), number one producer of new recruits in the entire recruiting command with 15% tier I applicants, Soldier achieved Senior Army Instructor Badge nine months ahead of schedule, Soldier can achieve mission success with little or no guidance; performs at a high level, simply put; this is a reliable source to meet mission requirement without fail, trained and familiarized over 190 Soldiers on the use and maintenance of night vision devices and communications equipment; increased operator fault diagnosis by 25%, conducted weekly four percent urinalysis; resulted in zero defamatory discrepancies in the company, utilized his personal combat experience to enhance organizational capabilities; sought after by the Battalion CSM for advice during Military Decision Making Process, placed a strong emphasis on Soldier and equipment safety, resulting in the section performing over 150 service and support missions incident and accident free, selected as XX MP CO NCO of the Quarter, surpassed the brigade's retention objectives by 175%, exceeded delayed entry program functions by 7 events, won the Fort Sheridan land navigation course competition, completed all missions well above standard, being the example other team leaders in the platoon should strive to meet[/toggle]. Its role is extremely important, and is one. Some of these are more obvious than others, but some are not so much. PART IV PERFORMANCE EVALUATION, PROFESSIONALISM, ATTRIBUTES, AND COMPETENCIES (DA PAM 623-3, Table 3-9). No one cares about your military career as much as you do. I was hoping for some examples of comments I could use. Dont sit back and wait for your boss to do your OER. [toggle title="Bullets: Click Here to Open/Close"] platoon captured number one and two of the brigades high value targets during recent deployment, prioritized safety in all operations, including x small arms ranges and x field exercises; led to the company earning the Army Safety Streamer and no AGARs, earned Drill Sergeant of the Cycle honors four times during rated period, motivates subordinates to exceed the standards; consistently ensures subordinates are credited for their accomplishments, cultivated a mindset to get better every day; encouraged subordinates to introduce ideas for improving the operating efficiency of the organization, provided the necessary top cover to eliminate distractions in his unit; allowed subordinates the time and opportunity to excel, deployed/redeployed S3 section with zero accidents/incidents and no loss of equipment, recognized for his exemplary performance by the Commander, Operations Group in the final AAR during NTC Rotation xx-xx, his attention to detail improved over xx% of the annual brigade CIP areas; 100% of the previous "needs improvement" areas were fixed, emphasis on Soldier development resulted in x distinguished honor graduate(s), x Soldiers recognized on the Commandant's List, and the Brigade NCO of the Year, earned the Army Senior Instructor Badge/Army Master Instructor Badge; completed more than 400/880 hours of instruction over mandated requirements, as deputy commandant, led his SGLs to earning an Institute of Excellence rating though determination, drive, and the passion for excellence, managed world-class leadership training for xx AC and RC NCOs resulting in a competent and adaptive NCO corps exceeding the needs of a developing Army, received Commanding Generals three star award for outstanding performance during JRTC xx-xx, her superior planning, organization, and coordination led to the most successful unit deployment and redeployment to receive the Armys Deployment Excellence Award, planned and coordinated the battalion truck rodeo which became a brigade standard; cited as key to improved vehicle operators and accident decline within the brigade, improved the Armys readiness; trained over 3,000 Soldiers, NCOs, and Officers across three continents on CMDP during AAME evaluations, ensured unit completed all RESET operations on 1,564 pieces of equipment post deployment; resulted in the unit being mission ready 90 days ahead of schedule, provided solutions for systemic faults identified across the BCTs 200 communications devices; resulted in new software upgrades which improved communications capabilities by 50%, managed five BCTs 026 and CJME reports daily and worked to coordinate CL IX parts flow resulting in an average overall OR rating of 97%, maintained 100% accountability of all assigned property with a value more than $xM; filled $xxx worth of shortages through reuse agencies, resourced a $xxK project with a private sector host at no cost to the organization to enhance training selection for the future Soldier, always mission ready, thinking outside of the box; capable of turning any mission into a great successclearly head and shoulders above his/her peers, acknowledged for resourcefulness in going beyond expectations; 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 tasks done, completed _____ course with an average score of 95% or better, platoon captured number one and two of the brigades high value targets during recent deployment, prioritized safety in all operations, including three small arms ranges and three field exercises; led to the company earning the Army Safety Streamer and no AGARs, motivates subordinates to exceed the standards; consistently ensure subordinates get credit for their accomplishments, direct influence in the unit being awarded the Henry A. Knox award as the most proficient FA Battery for 2014, focus on safety and doing the right thing facilitated the Battalion receiving the Army Safety Streamer for FY15, conducted over 1000 hours of error-free Counter-Fire warnings using the to theater AORs; by far the highest mission rate in the command, achieved an Operational Readiness Rating (OR) of 85% or higher for the year, completed a 500HR Phase Maintenance Inspection 10 days under established Battalion standards or less, completed a 250HR Inspection 2 days under established Battalion standards, received commendable rating during OIP Inspection, personally recognized by for exceptional leadership and coordination of a DART and PRC missions, progressed three FIs, six CEs to RL1, and 22 CEs to RL2 at the company level with limited FIs, all while supporting combat operations in multiple locations in OEF, earned top company in the battalion during Panther Thunder gunnery; qualified all vehicles with a company average of 877, earned the prestigious Draper Armor Leadership Award for best Cavalry Troop in the 1st Cavalry Division, recognized for his exemplary performance by the Commander Operations Group in the final AAR during NTC Rotation 15-1, recognized as the top platoon sergeant in the battalion and selected for Project Warrior to serve as an OC/T at NTC to pass his knowledge and experience throughout the force, performance clearly merits the recognition as one of the best AIT Instructors in the Regimental Signal Corp, ranks first of seven AIT that I Senior Rate, his attention to detail resulted in improvement in over 80% of the areas judged on the annual Brigade CIP; 100% of the previous "needs improvement" areas were fixed, emphasis on Soldier development resulted in one distinguished honor graduate, six Soldiers recognized on the Commandant's List, and the Brigade NCO of the Year, selected by the Military Police Regimental Command Sergeant Major from a world wide selection process to serve as a Small Group Leader for ALC, exhibited impeccable foresight and long term planning abilities through development of three individual MWD training plans resulting in 20% certification increase, inducted into the Sergeant Audie Murphy Club during rated period, earned the Army Master Instructor Badge; completed over 880 hours of instruction in addition to all the mandated requirements, earned the Army Senior Instructor Badge; completed over 400 hours of instruction in addition to all the mandated requirements, his/her high standards of training resulted in the highest military working dog certification percentage in (Brigade or ACOM), trained and led a team of three correctional specialist to compete and win the annual Military Police Warfighter Challenge, essential in his company winning the JP Holland award for the best MP company in the Army, personally selected to serve on two Army level Tiger Teams and the MWD Critical Task Selection Board; HQDA, HRC and USAMPS all consider him a SME, mentored and guided his company as a First Sergeant to compete and win the Army Corrections Command Brigadier General Barr Award for best Detention Company, supervised eight HUMINT teams and two LLVI teams resulting in the production of 4000 SIGINT reports, 1500 HUMINT reports and the prosecution of 35 HVTs, developed and enforced a HUMINT SOP and long-range training plan including MOS enhancing courses; set the standard for BCT HUMINT training, completed online _________course, resulting in an average score of 95% or better, disbursed $_____with no loss, over a ___period, achieved an interest penalty of ____exceeding the DA Joint Reconciliation Program goals of 95%; saved $_____on contractual discounts, coached team to place first in Post Tournament, commended by the _______ for weekly consolidation, review, and timely submission of the Division PERSTAT; over _______ Soldiers accounted or at any time, as Deputy Commandant he led his SGLs to earning an Institute of Excellence rating though determination, drive and the passion for excellence, managed world-class leadership training for 220 AA and RC NCOs resulting in a more competent and adaptive NCO corps that exceeds the needs of a developing Army, re-designed the NCOA training classroom environment incorporating the latest technologies, saving time needed in learning new entertainment concepts by 1 week, inspired and trained his team to compete as the School of Music Army 10 Miler team, team finished in 19th place overall in the team category, one of only XX to earn the master recruiter badge for FY XX, the capstone of USAREC awards; placed among the elite XX% of the command; enhanced the face of USAREC, chosen over XX NCOs by the Division CSM to serve as the Retention Operations NCO for the 82nd Airborne Division due to (his/her) exemplary FY XX retention rates, assessed (his/her) battle space to obliterate organizational goals; earned commands preeminent reenlistment award; overachieved XX% for FY XX, planned and coordinated the battalion truck rodeo that is now a Brigade standard His rodeos have been cited as the key to vehicle operator improvement and accident decline within the brigade, provided crucial EOD support to the U.S. Secret Service on multiple missions for the protection of POTUS and heads of State during United Nations General Assembly (UNGA), issued over $2.5M worth of ammunition to three Batteries at six FOBs and COBs across 20 miles of austere terrain in Afghanistan without incident or loss of accountability, tracked and processes over 5500 Class V transactions valued at over $65M during OEF with zero errors, maintained 100% accountability of all assigned property with a value over $1M; filled $120K worth of shortages through reuse agencies, prevented fraud, waste and abuse with stringent tracking of over $130K worth of Class IX parts, received a 100% on bi-weekly Reconciliation Reports, managed the Battalion NTV contract valued at over $750K; acted as sole Battalion liaison with local TMP and ITO office in a deployed environment, resources a 25K project with private sector host at no cost to the organization to enhance training selection for the future Soldier, provided the Army Solution to retrograde of equipment that saw a 100% increase of accountability and return to inventory; $5.8B in assets, developed, coordinated and executed the III Corps wayward equipment roundup; resulting in the reestablishment of $28M in missing equipment, produced the Distinguished Honor Graduate for the last 10 cycles, Soldier is always mission ready, thinking outside of the box.
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