Posted on Dec 5, 2013
Do you think your service component's evaluation process is fair?
521
1
0
Why or why not and what changes would you like to see regarding the evaluation process?
Example: Evaluations MUST NOT contain generic bullets/statements.
Example: Evaluations MUST NOT contain generic bullets/statements.
Evaluations
OER
NCOER
Posted 12 y ago
This is a duplicate discussion and the contents have been merged with the original discussion. Click below to see more on this topic...
The
NCOER system needs to be revamped. Here’s a proposal/idea: When a NCO arrives
to the unit, their rating scheme is established and posted to their iPERMS.
Quarterly Counselings (DA Form 2166-8-1 [OCT 2011] are done and digitally
signed/dated and accompanies the actual NCOER when the NCOER is due. This will
alleviate false raters/senior raters and also reduces the amount of “fluffed”
and “unfair” ratings. This will also hold accountable – by name – who is taking
the necessary time to develop, teach, coach and mentor rated NCOs for career
progression and professional development. In addition to forcing the superior
leadership to do their job with collaboration of the rated NCO. With each
change of rater a new rating scheme is posted after the Change of Rater NCOER
is posted. With every Annual Report (typically 2-3) should show improvement of
the rated NCO over that course of time or stagnation – depending on the OPTEMPO
and environment. This then should be the deciding factor of their next
selection/choice of assignments. This way will extract out “duds” at the Rated,
Rater and Senior Rater level and assist in force reductions that the DoD is so
anxiously trying to do. Your thoughts?
NCOER system needs to be revamped. Here’s a proposal/idea: When a NCO arrives
to the unit, their rating scheme is established and posted to their iPERMS.
Quarterly Counselings (DA Form 2166-8-1 [OCT 2011] are done and digitally
signed/dated and accompanies the actual NCOER when the NCOER is due. This will
alleviate false raters/senior raters and also reduces the amount of “fluffed”
and “unfair” ratings. This will also hold accountable – by name – who is taking
the necessary time to develop, teach, coach and mentor rated NCOs for career
progression and professional development. In addition to forcing the superior
leadership to do their job with collaboration of the rated NCO. With each
change of rater a new rating scheme is posted after the Change of Rater NCOER
is posted. With every Annual Report (typically 2-3) should show improvement of
the rated NCO over that course of time or stagnation – depending on the OPTEMPO
and environment. This then should be the deciding factor of their next
selection/choice of assignments. This way will extract out “duds” at the Rated,
Rater and Senior Rater level and assist in force reductions that the DoD is so
anxiously trying to do. Your thoughts?
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