The Noncommissioned Officer Evaluation Report (NCOER) is part of the Army’s Evaluation Reporting System (ERS). These reports are designed to evaluate the performance and potential of noncommissioned officers (NCOs). To be effective, leadership must be actively involved and establish a relationship comprised of personal interaction between the rating chain and the rated NCO. When properly utilized, the NCOER system will identify which NCOs have the highest potential for promotion, determine which Soldiers for whom a special assignment may be appropriate, and also assist the Department of the Army (DA) in selecting NCOs for denial of continued service. To this end, it is imperative that the rated NCO and all members of the rating chain be properly educated on the purpose of the NCOER and the procedures required to implement them. This knowledge and understanding of what can and must be recorded on official evaluations allows NCOs to strive for excellence and should assist in preventing any potentially detrimental actions which may be perceived as a lapse in values or judgment. The NCOER is the document in which the Army seeks to capture the assessment by the rating chain of the individual NCO.
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In a sense, this document is the “report card” which presents the NCO’s “grades” for the period by means of various block checks, bullet and narrative comments, and ranking among their peers. The standards established in Army Doctrine Reference Publication (ADRP) 6-22, Army Leadership, are what the rater uses to evaluate the NCO. By understanding the Army Leadership Requirements Model, the rater can make an accurate assessment of the NCO in accordance with what the Army has determined a leader is, their attributes, and what a leader does, their competencies. When the rated NCO understands this model, they can create goals for themselves which further the developmental process and will enable them to become better leaders. These attributes and competencies are the basis of the DA 2166-9 series forms which are described in detail in the ERS publications Army Regulation (AR) 623-3, Department of the Army Pamphlet (DA PAM) 623-3, and in the instructional pages of the support form. The NCOER itself is not the sole document required to be completed during the rating period, but should be used in conjunction with the NCOER support form to counsel the NCO on their performance. Many leaders neglect to conduct proper counseling. Without counseling from their superiors, a Soldier does not know whether they are exceeding, meeting, or failing to meet the standards set forth by the Army. The first time an NCO finds out that they have not met the standard should not be on their NCOER, but through the counseling process. During this process, the rating chain, duty description, and major objectives should all be addressed. The counselor and the NCO should also establish goals and objectives to strive for during the rating period. Counseling should be continuous and should utilize the DA 2166-9-1A NCOER Support Form as required by Army regulatory guidance. When performed correctly throughout the year, the support form will essentially write the NCOER as it is a “living document” which is updated during the conducted counseling sessions and should be annotated to reflect the discussions therein. Counseling should cover failures as well as achievements and should be fair and honest. A leader who does not counsel their subordinates is failing them, and by extension, the long-range success of the Army’s mission. Soldiers should not only want to properly counsel their subordinates but to be counseled by their superiors as part of the mentoring process. When writing the NCOER, raters should consider how well the rated NCO met objectives, upheld standards, and performed within the scope of the attributes and competencies. …show more content…
This could be a direct influence or stem from the perceived ideals of what an Army leader should be. Military leaders are generally expected to project confidence, authority, and possess a demeanor that inspires those around them. They should show resiliency and maintain a level of fitness and appearance which bespeaks their professionalism. In essence, one’s presence is the proverbial “cover of the book” by which people are judged by others who are not closely aquatinted with them. Right or wrong, this perception does indeed become the reality for
In a sense, this document is the “report card” which presents the NCO’s “grades” for the period by means of various block checks, bullet and narrative comments, and ranking among their peers. The standards established in Army Doctrine Reference Publication (ADRP) 6-22, Army Leadership, are what the rater uses to evaluate the NCO. By understanding the Army Leadership Requirements Model, the rater can make an accurate assessment of the NCO in accordance with what the Army has determined a leader is, their attributes, and what a leader does, their competencies. When the rated NCO understands this model, they can create goals for themselves which further the developmental process and will enable them to become better leaders. These attributes and competencies are the basis of the DA 2166-9 series forms which are described in detail in the ERS publications Army Regulation (AR) 623-3, Department of the Army Pamphlet (DA PAM) 623-3, and in the instructional pages of the support form. The NCOER itself is not the sole document required to be completed during the rating period, but should be used in conjunction with the NCOER support form to counsel the NCO on their performance. Many leaders neglect to conduct proper counseling. Without counseling from their superiors, a Soldier does not know whether they are exceeding, meeting, or failing to meet the standards set forth by the Army. The first time an NCO finds out that they have not met the standard should not be on their NCOER, but through the counseling process. During this process, the rating chain, duty description, and major objectives should all be addressed. The counselor and the NCO should also establish goals and objectives to strive for during the rating period. Counseling should be continuous and should utilize the DA 2166-9-1A NCOER Support Form as required by Army regulatory guidance. When performed correctly throughout the year, the support form will essentially write the NCOER as it is a “living document” which is updated during the conducted counseling sessions and should be annotated to reflect the discussions therein. Counseling should cover failures as well as achievements and should be fair and honest. A leader who does not counsel their subordinates is failing them, and by extension, the long-range success of the Army’s mission. Soldiers should not only want to properly counsel their subordinates but to be counseled by their superiors as part of the mentoring process. When writing the NCOER, raters should consider how well the rated NCO met objectives, upheld standards, and performed within the scope of the attributes and competencies. …show more content…
This could be a direct influence or stem from the perceived ideals of what an Army leader should be. Military leaders are generally expected to project confidence, authority, and possess a demeanor that inspires those around them. They should show resiliency and maintain a level of fitness and appearance which bespeaks their professionalism. In essence, one’s presence is the proverbial “cover of the book” by which people are judged by others who are not closely aquatinted with them. Right or wrong, this perception does indeed become the reality for