RYAN P. FASANO Now that I've given you my advice about managing your OER, here are some sample OER bullets and OER comments. Platoon Sergeant, FROM: GUNNERY SERGEANT DEKINDEREN, TODD M. 1271676243/1833 USMC, SUBJECT: CHARACTER STATEMENT FOR STAFF SERGEANT TREJO, MARIO Thanks! This is the most important promotion statistic about going from major to lieutenant colonel. I can be reached at any time on my personal cell, 800-SHK-NBKE, or government cell, 800-BBJ-ESUS. Every resource available on OER Commons contains an . The most effective and meaningful character statements are those written by people who have known the accused person for a long time and who can be considered to be impartial. Medical support, educational interests, or exploration opportunities are all worth consideration. FIELD GRADE PLATE (04 For use of this form, a. Good mentorship and leadership will provide him the foundation he requires to continue to be an asset. We need all leaders in our quest to remain the dominant force in the world, and it is the responsibility of all leaders to maximize individual talents in the best interest of the organization. CLICK ON THE "CREATE OER TAB" at the top which will pull the basic admin data from the existing support form into an OER shell. We need more examples. Normally a single paragraph that reinforces your belief in the subject and summarizes your statement. Unit human resources professionals must have a firm grasp of their projected losses as depicted by officers' year and month of availability for assignment (YMAV) or date eligible for return from overseas (DEROS). 4. Raters and SRs should do their work. The MER is the unit's best opportunity to submit formal input into the process. Being a leader is where SSG Deleon shined the most. o is a motivated troop but needs further guidance in o has unlimited potential but requires more experience before o must realize the importance of finishing assigned tasks without supervision, o failed to use time wisely, consistently failed to complete duty assignments, o frequent unwillingness to cooperate in working toward unit goals affected readiness, o failed to fulfill his leadership's intent for positive and appropriate EO practices, o needed to be consistent with leadership style and maintain formality when in presence of Soldiers, o an excellent technician but needs to work on tact and communication skills, o understood his role as a senior leader but failed to contribute to the mission, o failed to keep track of the Soldiers under his supervision, o sometimes requires supervision on how to talk to Soldiers, o demonstrated poor judgement without consideration of results, o has good potential but requires more experience applying daily soldier leadership skills, o good Soldier, but fails to self improve by applying sound personal management skills, o demonstrated a serious lack of integrity and poor judgment without consideration of results, o compromised integrity by submitting altered documents; poor example to subordinates, o encouraged soldiers to advance by cheating for each other, poor example. SPC Smith is a quiet, soft-spoken individual who often keeps to himself. The guides explain the rules for comments, narratives and bullets found in AR and DA PAM 623-3 (to include prohibited and negative comments/bullets), and gives examples of narrative comments (individual sentences that can be combined to form a narrative) and bullets. He owned his Platoon, took responsibility for their mistakes, never made excuses for his short comings, and always gave the Trainees credit for their successes. For the most part, an officer's immediate advocates should be from his or her current chain of command. Normally a single paragraph of a couple of sentences explaining who you are (rank, place of work, etc) and your relationship with the subject (co-worker, friend, supervisor, etc). $84 million contract awarded for Excalibur replenishment, Army initiates corrections to criminal database, Army officer part of newly resumed cooperation for International Space Station, Chief Warrant Officer 3 Sarah Stone is just one of four, Army CIO speaks at Army Europe and Africa 2022 Cybersecurity Summit, Transcript: Media Roundtable with Mr. Douglas Bush, ASA for AL&T, July 27, 2022, Transcript: Media Roundtable with Dr. Raj Iyer, Army Chief Information Officer, and LTG John B. Morrison, Jr., Army Deputy Chief of Staff G-6 June 09, 2022, Army Inspector General starts New Soldier Experience inspection, Vietnamese-American service members parallel paths to the American dream, Bengali chief warrant officer finds the American dream through serving, U.S. Army STAND-TO! For example: OUTSTANDING LEADER: Lead a 25 man platoon into Afghanistan for a 60 day security mission. Despite this, he had an extremely positive impact on me and the unit. This group of officers is targeted for areas that allow more opportunities to strengthen their files. You're just asking for sleepless nights. I believe SPC Smith has the potential we seek in our Soldiers. Witnessing CW3 Texas-Ranger s superior leadership and mentorship qualities in such a diverse environment, certainly groomed me into the Leader I am today. I currently senior rate 23 Army Officers in this grade. Communicate with your assignment officer routinely, especially if you are in the cycle to move. Making the alternate list is an accomplishment in itself because there is still a chance to receive a command based on declinations, deferments, or other actions that may require a change in leadership. SUBJECT: Character Statement for SSG Alfred M. Deleon. Provides an overview of the new Army regulation, citing paragraphs and page numbers in the regulation. The documents hosted in the ACO Learning Center come from various sources. Academic Evaluation form. Describe incidents where he was encouraged to cut corners or leave his post but refused. Leadership is more than knowing where you are, where you want to go, and how you are going to get there. 1. They just want to get an idea of the person's history so that they can make a fair decision based on the evidence. The number one rule is that as your performance changes, so should your future goals. Every officer possesses certain talents that benefit the organization. Soldiers need their raters to transparently communicate how their performance and potential will be evaluated. Currently there are two cycles: the 01 cycle, which runs from Oct. 1 through March 31, and the 02 cycle, which runs from April 1 through Sept. 30. 30 days or first drill if reserve component. RATED SSN . This can be hard because you have limited space, so focus on the facts. Third, it provides an underlying logic or set of business rules. OER Commons, an online repository for open education resources, is now hosting the tool and its resulting evaluation data. Field Grade Officers (O-5 through O-6): To achieve O-5 takes approximately 16 to 22 years time-in-service. top 1%, 3%, 5%, etc. It is completely out of character for him and I can't help but wonder if there were mitigating circumstances. 2. (See figure 1.) Not all officers are interested in being nominated for special assignments; this desire must be communicated to the assignment officer in order to avoid potential friction. He holds a master's degree from the School of Advanced Military Studies. Some of these are more obvious than others, but some are not so much. Nevertheless, a large percentage of officers assume that if they do not receive KD opportunities as a support operations officer or battalion executive officer, promotion failure is guaranteed. Could it be possible that an examination of each services documentation process could lead to a better format? She embodies her job as assignments manager and places her job and the Army first in her life, and wouldn't have it any other way. 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. During my time at HRC, I learned many things about field-grade officer career progression that I want to share. He will be grateful for any effort on his behalf. Senior Rater Bullet Comments; what is best for promotion boards? Timing of the MER submission is critical, and G-1s are ultimately responsible for submitting it to HRC. This will give them an idea of their future opportunities. The body is the majority of the letter. A character statement helps judges, Commanders, First Sergeants, and other strangers make fair decisions by providing a factual description of a person's character. The first sentence should state your overall opinion of the subject and everything else written should support that statement. Comments and Help with electrical outage report example forms. The more distant the relationship, the more credible the letter will be perceived to be. Army Regulation 614-100, Officer Assignment Policies, Details, and Transfers, offers detailed insight on assignment policies. The DA Form 1059 is what? In regards to this situation, I can tell you that this was a one-time mistake and out of character for her. Feel free to use these as a template for doing your own. It can be one or several paragraphs. . (FITREP), Air Force's Officer Performance Report (OPR), or the Army's Officer Evaluation Report (OER), each of these records has the greatest impact on each officer's military career and promotion opportunities. All validated requisitions are important, and someone will fill the requirement. It's happening for a good reason, because the professional Soldier already knows what they have done well and what they need to improve. And the members who will be judging the case don't care if you use bad grammar. It must directly describe traits that support the person's character and counters the alleged bad behavior. 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. 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. You can't do it all yourself. What bullet point examples have you seen for "Achieves" in the new Army NCOER form? Rater Responsibilities. Assignment officers, on the other hand, are responsible for locating the right officer available to fill the identified vacancy. What's outrageous is that we are still outraged and we pretend it shouldn't happen. I know of a couple of conflicts with his coworkers/peers. nature (e.g. At that time, LCpl Trejo displayed himself in a manner that was well above reproach. LT Smith security mission was responsible for securing 25 square miles of land and enabling the first . I understand that he must be held accountable for his actions and punishment will be administered. As a recruiter assistant who was not formally trained, LCpl Trejo outshined many certified Marine Corps Recruiters (8411s). 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.
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