MOS 56 Chaplain and Religious Services NCOER bullets. to accomplish all missions. Due to the unique nature of the attributes and competencies, some bullets might be a fit for more than one location. Required fields are marked *, Copyright (c) 2022 / Part-Time-Commander.com. In his job as Company XO, he spearheaded our Command Supply Discipline Program. We'll assume you're ok with this, but you can opt-out if you wish. In regards to administration, 1LT Edwards created an Awards Program for our company which resulted in 42 Soldiers receiving some type of achievement award during the past calendar year. One of the most important counseling tools you have is your NCOER or OER Support Form, also known as the -1A. NCOER bullets for Met Standard and Did Not Meet Standard. As a result of his hard work, our unit received second place in the national Command Supply Discipline Program competition. From the time she arrived in my company, she was a go-to player. We need more examples. #3) Be descriptive, both qualitatively and quantitatively, so the support form writes . Thanks! There are other concerns so the best I can rate him is Capable. And whatever you do, please be proactive about your own military career. without loss or damage, conducted 2 high profile Post Blast Analyses, assisted OSI with investigation, corrected deficiencies in TTPs and patrols within Bagram AO, enrolled in bachelors degree program; completed nine college semester hours with a 4.0 GPA and received an Associates Degree, conducted over 600 hours of CARCO; provided EOD support to CF maneuver elements, ensured movement within the Bagram Ground Defense Area (BGDA), maintained 100% ready status of $2.5 million worth of assigned team gear and theater provided equipment, allowed for rapid response within the BGDA, selected above 60 peers and more senior NOCs to serve as the Battalion Operations Sergeant Major (Far Exceeded Standard), multi-skilled leader capable of communicating influence of a common vision among others outside the Chain of Command (Far Exceeded Standard), maintained accountability of BN fleet of GSA vehicles and BN HQ and Team buildings, exceeding $2.5 million in property (Far Exceeded Standard)[/toggle], The APFT must be within 12 months of the THRU date, but. I look forward to hearing from you. The new Army OER form requires bullet comments for the following sections: - Character. Senior Rater Overall Potential - New NCOER Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Memorandum for all reviewing authorities from: Character statement for ssg alfred m. - Intellect. Click on that individuals document id number on. OER (Company Grade) Narrative and NCOER Bullet Guides, and Examples Thanks for your contributions! Develop new ways of doing the same things despite previous failures contributions: Simple ways to help your rater prepare your Officer Evaluation Report. Army Band - 42R Series. Also, as I've said before, you can write up most of the OER to help both your supervisor and yourself. ADRP 6-22 Leadership Requirements Model and Example Behavioral Indicators Prepared by U.S. Army Center for Army Leadership Fort Leavenworth, KS 66027 in support of Human Resources Command 15 January 2014 Page Some of her key accomplishments include helping 7 Soldiers get promoted, sending 9 Soldier to NCOES schools, creating a formal counseling program in her platoon, getting recognized at Annual Training by the Commanding General, spearheading the units Family Readiness Group, revamping the Platoons and Companys SOPs, volunteering to mentor one of her peer Platoon Leaders, graduating from her BOLC Class as the Honor Grad and scoring a 300 on her APFT. From personal experience, I can tell you this works great. o mentored two Soldiers to increase their promotion points by 100 points; resulted in one promotion to sergeant. 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. The progress or lack of progress in a weight control program will be indicated. During Annual Training, MAJ Roscoe really stepped up to the plate and led one officer and 28 Soldiers. As a role model by displaying character, confidence, and competence, and influence outside the chain of command. Please keep in mind that OER Comments are different from NCOER Comments. Finally, CPT Tyson was selected to serve as the 58th Regiment S4 Officer, a position above his current pay-grade. 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. Sample NCOER Bullets Back to NCOER Bullets by MOS. Evaluation reporting system (ers), implies that character is the foremost leadership requirement: Sample Army OER Bullets & Comments. . PDF Guide to Writing Effective Performance Objectives, Self Accomplishments Just my two cents from studying writing over time. 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 . It will really come in handy when I do my OER Support Form. NCOER bullets for Develops - The Soldier's Spot This is the template I used to do all of my OER Support Forms during my time in the Army. New Army OER Rater bullet point comments; what are your - RallyPoint That is a lot more effective than just saying they did a good job. This guidance here will be helpful for anyone who has to do these kind of rating and review. Next, his Maintenance Section maintained an OR rate in excess of 95% while repairing 10+ vehicles. NCOER bullets for Met Standard and Did Not Meet Standard. Solid leader, genuinely cares for soldiers; motivates them. DOCX CJO Home - The Center for Junior Officers Avoid comments like best 1lt in the army unless youre the army cos. If youre an Army Officer, I would love your help. New Army NCOER form DA 2166 - What are your thoughts on it? That is a writing skill that we can all improve on. Using the DCIPS Performance Appraisal Application . During this short rating period, MAJ Roscoe did an exceptional job managing the S4 section. o trained three subordinate Soldiers in preparation for the promotion board; resulted in three Soldiers passing the board. This leads NCOER bullets provide performance evaluations for Soldiers in their non-commissioned officer roles. Army leaders recognize that organizations, built on mutual trust and confidence, accomplish missions. Duty Title. Provides an overview of the new Army regulation, citing paragraphs and page numbers in the regulation. To some of you, that might sound crazy. Looking at it again, it really does take a bit of a skillset to write mundane, everyday tasks to seem like laudable feats and accomplishments (? by example are his priorities. Ive also found that in most cases, they will use the EXACT OER shell that you write. To contribute examples . NCOER Bullet Examples for Presence, Character, Intellect, Leads, Achieves, and Develops . Accessing Resources . NCOER Bullets Sorted by Category. To improve his professional development, he completed 4 military courses to include: Combined Arms Exercise (CAX), Project Management, Strategic Planning and Basic Accounting.