U.S. TOTAL ARMY PERSONNEL
COMMAND
Noncommissioned Officer Evaluation
Reporting System - Training Briefing
2002
NCO-ER
DA PERSCOM
POLICY MGR:
SGM A. Ray Everette
DSN 221-8009
CML (703)325-8009
E-MAIL:
anthony.everette@hoffman.army.mil
Mailing Address:
Commander
PERSCOM
ATTN: TAPC-MSE
200 Stovall Street
Alexandria, VA 22332-0442
TO
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FROM
DURATION
Commander’s Evaluation Reports
2166-1
1 OCT 58
-
31 MAR
63
4
YRS 5
2166-2
1 APR
-
31 MAR
68
5
YRS
63
MO
Enlisted Efficiency/Evaluation Report (EERs)
2166-3
1 APR
68
-
30 JUN
70
2
YRS
2166-4
1 JUL 70
-
30 JUN
75
2166-5
1 JUL 75
-
30 SEP
81
2166-5A
2166-6
“
-
1 OCT 81
3
M0
5
YRS
6
YRS 3
MO
”
“
”
-
29 FEB 88
6
YRS 5
MO
13
YRS 8
MO
NCO Evaluation Report (NCO-ER)
2166-7
1 MAR 88
-
31 OCT 01
2166-8
1 NOV
-
PRESENT
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DA FORM
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PAST NCO-ER SYSTEMS
HISTORY
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PERCENTAGE
100%
90%
80%
70%
60%
50%
40%
30%
20%
2.7%
2.3%
2.2%
2.3%
2.32%
2.34% 2.26% 2.30% 2.64% 2.40% 2.60%
10%
0%
1991
REPORTED BY EREC
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
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NCO-ER
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ALL EXCELLENCE
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NCO-ER INFLATION
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• Reports received with all five ‘excellence’ marks (a ‘max’ report) has remained in
the low 2% range since 1988. However, board after-action reports continually state:
---too many NCO-ERs have ‘unjustified’ excellence marks - if there are no quantifiable
accomplishments then the board considers it only a ‘successful’ rating.
---too many NCOs are receiving ‘Among the Best’ ratings by the rater -- boards have
difficulty determining rater’s intent.
---too many senior raters do not address potential in their bullets -- tell the board who
they should promote, the type of assignments best suitable for the rated NCO, and
the schooling the NCO should attend.
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Established Senior Rater Option Report
Established Sixty-Day Short Tour Option Report
Changed Complete-the-Record Report requirement
from six months to 90 rated days
Deleted requirement to include APFT score to justify excellence
Eliminates NCO-ER requirement for CSMs serving in
3/4-star position
Incorporated changes from MILPER Message 98-044
Clarified policies and procedures
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Released January 2002
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AR 623-205
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 Box marks may be either typewritten or handwritten
 Frocked rank will be identified for the rated NCO and the rating chain
 Weigh-in will be as of the last unit weigh-in or if no weigh-in, as of the
THRU date of the report
 Medical conditions may be cited for noncompliance with AR 600-9, “NO”
entry is still required for not meeting the height/weight standard
 Requirement to enter “within body fat standards of AR 600-9” is deleted
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 Retirement reports of less than one year are at option of rater, senior rater, or
when requested by the rated NCO
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Previous changes already in effect and included in revised AR 623-205:
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MILPER MESSAGE 98-044
PROCEDURAL CHANGES TO THE NCO-ER
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• Contains current Army Values in Part IVa - implemented
with reports ending NOV 2001 and later
• Available for download at www.usapa.army.mil
• See MILPER Message 02-004 (Implementation Guidance)
• Major Concerns:
--FROM and THRU dates
--NCO’s signature
--Counseling dates/APFT dates
--Bullet format
--PMOS format
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DA Form 2166-8
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•Inappropriate (unproven derogatory) comments
•Weak bullets on ‘excellence’ or ‘needs improvement’ ratings
•Senior Rater comments/Reviewer Responsibilities
•Rating Schemes
•Commander’s Inquiries
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•Lack of counseling or insufficient (non-specific) counseling
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• Gaps in Reporting Periods/Use of AKO Email Addresses
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NCO-ER
HOT ISSUES
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°Clearly articulate failures (‘NO’ entries) - avoid vague comments
°Paint clear and accurate portrait of rated NCO
°Reflect significant accomplishments during rating period on report
°AMONG THE BEST = absolute top performers
°FULLY CAPABLE = good performers but less than the best
°MARGINAL = failed one or more standards
°Render fair, accurate and unbiased reports
PLAN AHEAD -Know your subordinates
Foster atmosphere for success
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°Address strongest Values (in Part IVa) with substantive comments
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RATER TIPS
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Be on same sheet of music as rater throughout rating period resolve differences early on to avoid discrepancies on NCO-ER
“PLAN AHEAD -- Identify your Best”
Do NOT use quotas!!
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Must address Potential (promotion, schools, assignments)
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“1” = cream of the crop; promote immediately
“2” = a solid citizen; strong recommendation for promotion
“3” = a good performance; promote if allocations allow
“4” = weak performer; do not promote
“5” = poor performer; consider for QMP
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SENIOR RATER TIPS
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• Responsible for overall success of the system
• Subject Matter Expert within organization
• Be thoroughly familiar with regulatory guidance (read
regulation and visit website often to keep abreast on info)
• Provide guidance and assistance as needed
• Thoroughly review completed reports before submission
--Verify FROM and THRU dates
--Check bullet formats for uniformity
--Check signatures/dates
--Ensure all boxes are checked as required
--Timeliness and accuracy are major concerns
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Personnelist Points
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• Overall care-takers of the system
• Active involvement a must
• Counsel/mentor rating officials and rated NCOs on the
NCO-ER process
• Review completed reports before submission and resolve
discrepancies as needed
--Ensure accuracy and fairness
--Senior NCO leader is the soldier’s advocate
--Advise commander on commander’s inquiries
--Insist upon timely and accurate preparation and
submission of NCO-ERs
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CSM/SGM Points
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• Part II - Authentication
--Ensure rating officials are accurate and in accordance
with AR 623-205; & signatures/dates are in sequence
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• Part I - Administrative Data
--Verify all information is complete and accurate
--From date is always month ‘after’ end date of last report
--New DA 2166-8 requires 4-digit year for FROM and
THRU dates (‘2002’ instead of ‘02’) - same applies for
page two of the form (at the top)
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NCO-ER PREPARATION/REVIEW
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• Part IVa - NCO Values
--all NCOs expected to meet Army values
--bullet comments mandatory for ‘NO’ entries
--precede all comments with small ‘o’ (bullets do not
require capitalization or punctuation)
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• Part III - Duty Description
--Verify duty title and description is accurate portrayal of
NCO’s most significant duties/responsibilities
--Make counseling a priority- don’t fudge dates
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NCO-ER PREPARATION/REVIEW
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• Parts IVb-f - NCO Responsibilities
--essential that rater accurately articulates NCO’s
performance, accomplishments, & contributions
--Boards look for clear, concise bullets - the intended
message should be clear - do not make boards guess
--Use ‘action’ words and avoid personal pronouns/names
--bullet comments mandatory for ‘excellence’ or ‘needs
improvement’ ratings
--bullet comments should address past tense for
contributions/achievements; present tense for Values
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NCO-ER PREPARATION/REVIEW
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• Parts Va-b - Overall Performance/Potential (Rater)
--Can not check ‘among the best’ if there is a ‘needs
improvement’ block checked in Parts IVb-f
--May check ‘among the best’ with all success ratings key is bullet comments
--Must list minimum of two positions for future
assignments at CURRENT or NEXT higher grade
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NCO-ER PREPARATION/REVIEW
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See NCO Preparation Guide posted online for more
detailed instructions on preparing evaluation reports:
www.perscom.army.mil/select/ncoer.htm
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--One of the most crucial portions of the report
--Must address POTENTIAL - may address performance
--Place strongest bullet up-front
--Be clear and to the point
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• Parts Vc-e - Overall Performance/Potential (Senior Rater)
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NCO-ER PREPARATION/REVIEW
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•Senior Rater markings of ‘1’ and ‘1’ standout, particularly when supported
by strong bullet comments; less significant when comment is lukewarm or
vague; a S/R marking of ‘2’ is still good when sprinkled among several
reports of ‘1’ ratings; recent board comments indicate that too many NCOs
are receiving 1/1 S/R marks without bullet comments to support the rating
•NCO-ER is most significant document in file when considering NCO for
promotions/advanced schools (also views awards, PQR, Photo, UCMJ)
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•Best reports are those with three ‘clearly justified’ excellence ratings and
two success ratings with strong bullet comments as opposed to five
excellence check marks
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• Consistency - board looks for consistency in performance and rating
throughout the entire file with particular focus on the last five years/current
grade; level of performance; trends in efficiency; military & civilian
education; professional values; range and variety of assignments
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WHAT BOARDS LOOK FOR
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----Disciplinary Problems
----Weight Control Problems
----APFT Failures
----Failure to meet Army Values
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----Record of decline in performance (two or more substandard reports in
last five years)
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• Consider for elimination under Qualitative Management Program (QMP):
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NCO-ER
HOT ISSUES FOR BOARDS
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----Resolve discrepancies between rater and senior rater
----If discrepancy can not be resolved “after” discussing with both rating
officials, then reviewer nonconcurs and attaches memorandum
----If rater and senior rater agree on evaluation but reviewer does not, then
reviewer ‘may’ nonconcur but must clearly articulate reason for
nonconcurrence (creates question of integrity in rating officials)
----Army trusts rater and senior rater to be fair and accurate in rendering
reports - reviewer’s role is ‘not’ to provide a 3rd evaluation
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----Reviews reports to ensure consistency, accuracy, and fairness
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• Overall caretaker of system (honest-broker)
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REVIEWER
RESPONSIBILITY
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NCOEVALUATION REPORT
+
SEEPRIVACYACTSTATEMENT
INAR623-205, APPENDIX C.
For useof this form, seeAR623-205; theproponent agency is ODCSPER
PARTI - ADMINISTRATIVEDATA
b. SSN
a. NAME(Last, First, Middle Initial)
CRACKLE, JIMMY D.
c. RANK
000-11-2222
d. DATEOF RANK
SSG
001001
f. UNIT, ORG., STATION, ZIP CODEORAPO, MAJORCOMMAND
i. RATED
MONTHS
2001
03
2002
02
j. NONRATED
CODES
11
k. NO. OF
ENCL
XVIII Airborne Corps
02
l. RATED NCOCOPY(Check oneandDate)
Date
1. Given to NCO
Q
ANNUAL
m. PSC
Initials
n. CMD
CODE
o. PSB
CODE
U2
2. Forwarded to NCO
CROCODILE, ANDREW L.
EU03
111-22-3333
RANK, PMOSC/BRANCH, ORGANIZATION, DUTYASSIGNMENT
SFC, 75H4O, Headquarters 35th Signal Brigade
DATE
NCOIC, Brigade S-1
b. NAMEOFSENIORRATER (Last, First, Middle Initial)
SSN
MEDDLER, BOBBY D.
SIGNATURE
222-33-4444
RANK, PMOSC/BRANCH, ORGANIZATION, DUTYASSIGNMENT
CPT, SC, Headquarters 35th Signal Brigade
DATE
Brigade S-1
c.
RATEDNCO: I understand my signature does not constitute agreement or disagreement with the evaluations of the rater and senior rater. I further
understand my signature verifies that the administrative data in Part I, the rating officials in Part II, the duty description to include the counseling dates
in Part III, and the APFT and height/weight entries in Part IVc are correct. I have seen the report completed through Part V, except Parts IId and IIe. I
am aware of the appeals process of AR623-205.
SIGNATURE
d. NAMEOFREVIEWER (Last, First, Middle Initial)
SIGNATURE
SSN
SEEME, DARYL V.
DATE
444-55-6688
RANK, PMOSC/BRANCH, ORGANIZATION, DUTYASSIGNMENT
DATE
MAJ, SC, Headquarters 35th Signal Brigade
e.
71L3OF5OO
PARTII - AUTHENTICATION
SSN
SIGNATURE
a. NAMEOFRATER (Last, First, Middle Initial)
Sample
NCO-ER
(page 1)
e. PMOSC
g. REASONFORSUBMISSION
HHC, 2d Battalion, 35th Signal Brigade, Fort Bragg, NC 28305
h. PERIODCOVERED
FROM
THRU
YYYY MM
YYYY MM
+
Executive Officer
CONCUR WITH RATER AND SENIOR RATER EVALUATIONS
NONCONCUR WITH RATER AND/OR SENIOR RATER EVAL(See attachedcomments)
PARTIII - DUTY DESCRIPTION (Rater)
b. DUTYMOSC
a. PRINCIPALDUTY TITLE
Personnel Sergeant
75H3O
c. DAILYDUTIESANDSCOPE (Toinclude, as appropriate, people, equipment, facilities anddollars)
Oversees the day-to-day operations of the Brigade Personnel Administration Center; responsible for equipment
valued in excess of $800K; pr ovides direct supervision to three NCOs and six junior soldiers; responsible for
the training, development, counseling, and mentoring of subordinates; provides technical advice and guidance to
subordinates and customers; ensures the prompt and accurate processing of officer and enlisted evaluation
reports, personnel actions and finance actions and reviews correspondence for completeness.
d. AREASOFSPECIALEMPHASIS NCO-ER timeliness and accuracy
Rater: andrew.crocodile@; S/R: bobby.meddler@bragg.army.mil; Rev: daryl.seeme@bragg.army.mil
e. APPOINTEDDUTIES Hand Receipt Holder
f. COUNSELINGDATES
INITIAL
LATER
010404
LATER
010715
LATER
011022
011228
PARTIV - ARMY VALUES/ATTRIBUTES/SKILLS/ACTIONS (Rater)
a. ARMY VALUES. Check either "YES" or "NO".
Comments aremandatory for "No" entries; optional for "Yes"entries.)
YES
NO
1. LOYALTY: Bears true faith and allegiance to the U. S. Constitutiion, the Army, the unit, and other soldiers.
Loyalty
Duty
Respect
Selfless-Service
V
A
2. DUTY: Fulfills their obligations.
3. RESPECT/EO/EEO: Treats people as they should be treated.
4. SELFLESS-SERVICE: Puts the welfare of the nation, the Army, and subordinates before their own.
5. HONOR: Lives up to all the Army values.
6. INTEGRITY: Does what is right - legally and morally.
L
7. PERSONAL COURAGE: Faces fear, danger, or adversity (physical and moral).
U
Honor
Integrity
Personal Courage
Bullet comments
o honesty and integrity above reproach
E
o one of the most highly respected NCOs in the Brigade
S
o committed to excellence and gets the mission done on time
+
DA FORM 2166-8, OCT 2001
REPLACESDA FORM 2166-7,SEP87, WHICH ISOBSOLETE
USAPAV1.00
RATEDNCO'SNAME(Last, First, Middle Initial)
+
CRACKLE, JIMMY D.
SSN
o meticulous monitoring of NCO-ERs resulted in zero late reports and
99.6% accuracy rate over a six month period
Sample
NCO-ER
(page 2)
o provided superb personnel service support to over 1900 soldiers
assigned to the brigade
APFT
HEIGHT/WEIGHT
PASS 0110
69/163 YES
o awarded the physical fitness badge for two consecutive APFTs
NEEDS IMPROVEMENT
(Some)
(Much)
SUCCESS
(Meets std)
SUCCESS
(Meets std)
NEEDS IMPROVEMENT
(Some)
(Much)
SUCCESS
(Meets std)
o ensured soldiers were regularly counseled and earned their trust and
confidence as a caring, compassionate leader
o personally planned and executed annual common task training and
testing for all soldiers assigned to the brigade headquarters
o outstanding training efforts resulted in 98.7% first-time ' GO' rate on
the CTT within the headquarters
NEEDS IMPROVEMENT
(Some)
(Much)
f. RESPONSIBILITY& ACCOUNTABILITY
o Care and maintenance of equipment/facilities
o Soldier and equipment safety
o Conservationof supplies andfunds
o Encouragingsoldiers tolearn and grow
o Responsible for good, bad, right & wrong
EXCELLENCE
(Exceeds std)
--Lead off
with your
strongest
excellence
bullet
o motivated and coached a previously substandard soldier to
successfully pass the APFT and meet the weight standards
e. TRAINING
o Individual andteam
o Missionfocused; performance oriented
o Teaching soldiers how; common tasks,
duty-related skills
o Sharing knowledgeandexperienceto fight,
survive andwin
EXCELLENCE
(Exceeds std)
o routinely worked in excess of 60 hours per week and maintained high
morale and enthusiasm
o mentored two soldiers to win Brigade Soldier of the Quarter honors
d. LEADERSHIP
o Missionfirst
o Genuine concern for soldiers
o Instillingthespirit to achieve and win
o Settingthe example; Be, Know, Do
EXCELLENCE
(Exceeds std)
TIPS:
o expertly handled in excess of 2400 personnel actions during this
rating period and ensured prompt processing
c. PHYSICALFITNESS & MILITARYBEARING
o Mental andphysical toughness
o Endurance and stamina to go the distance
o Displayingconfidence and enthusiasm;
looks likeasoldier
SUCCESS
(Meets std)
+
2002 02
Specific Bullet examples of "EXCELLENCE" or " NEEDS IMPROVEMENT" are mandatory.
Specific Bullet examples of "SUCCESS" are optional.
PARTIV (Rater) - VALUES/NCORESPONSIBILITIES
b. COMPETENCE
o Duty proficiency; MOS competency
o Technical & tactical; knowledge, skills, and
abilities
o Soundjudgment
o Seekingself-improvement; always learning
o Accomplishing tasks tothefullest capacity;
committed toexcellence
SUCCESS
NEEDS IMPROVEMENT
EXCELLENCE
(Exceeds std)
(Meets std)
(Some)
(Much)
EXCELLENCE
(Exceeds std)
THRUDATE
000-11-2222
jimmy.crackle@
o constantly trained soldiers on daily tasks and responsibilities, refused
to settle for mediocrity
o maintained accountability of office and automation equipment valued
in excess of $800K with zero loss or damage
o completely reorganized office area to better utilize allocated space
and removed excess to create more professional office atmosphere
NEEDS IMPROVEMENT
(Some)
(Much)
o kept track of soldiers and always knew where they were
PARTV - OVERALLPERFORMANCEANDPOTENTIAL
a. RATER. Overall potential for promotion and/or
positions of greater responsibility.
AMONGTHE
BEST
FULLY
CAPABLE
servicein
o out-perfor ms most Master Sergeants
MARGINAL
o unquestionably the best Staff Sergeant I have ever rated or senior
rated
b. RATER. List 3 positions in whichtherated
NCOcould best serve the Army at his/her
current or next higher grade.
o an all-around superb performance by a top-notch NCO
Service School Instructor
Personnel Supervisor
Protocol NCO
o assign to tough, challenging assignments - he will excel
c. SENIORRATER. Overall performance
1
+
DAFORM 2166-8, OCT2001
--S/R focus on
promotion,
schools,
assignments
e. SENIORRATERBULLET COMMENTS
o select in the secondary zone for promotion to Ser geant First Class
2
3
Successful
4
Fair
5
Poor
d. SENIORRATER. Overall potential
for promotionand/or servicein
positions of greater responsibility.
1
2
3
Superior
4
Fair
5
Poor
USAPAV1.00
NCO-ER Briefing for CSMs
NCO-ER Training Briefing
Frequently Asked Questions
Bullet Examples and Explanations
Noncommissioned Officer Evaluation Reporting System - AR 623-205
HOT ISSUES
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NCO-ER Preparation Guide - September 2001
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NCO-ER Updates
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NCO-ER
Website located at:
www.perscom.army.mil/select/ncoer.htm
- Available Options
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SUPPORT POINT OF CONTACTS
NCO-ER/Commander’s Inquiry
221-8009
EREC NCO-ERs
699-3698/9
Promotions-HQDA
221-8010
NCO-ER IVRS
221-3732
APPEALS
221-6914
EREC SGM
699-3622
ENLISTED MICROFICHE
221-3732
PERSCOM POINTS OF CONTACT
Regulatory and policy questions: DSN: 221-8009
(Evaluation Systems Office)
(Commercial prefix- 703-325-8009)
PERSCOM On-Line: www.perscom.army.mil
NCO-ER Website:
www.perscom.army.mil/select/ncoer.htm
**View Quarterly NCO-ER Updates and share with all NCOs and officers